This document discusses on-the-job training methods. It explains that on-the-job training involves new employees learning skills for their role while working, typically under supervision. Common methods described include coaching, mentoring, job rotation, job instructional techniques, apprenticeships, and understudies. Specific techniques like co-worker training, shadowing, delegation, internships, self-instruction, and refreshers are provided as examples of on-the-job training. The document outlines advantages like expanding training with real experience, being easily applicable, and increasing employee retention.
This document discusses on-the-job training methods. It explains that on-the-job training involves new employees learning skills for their role while working, typically under supervision. Common methods described include coaching, mentoring, job rotation, job instructional techniques, apprenticeships, and understudies. Specific techniques like co-worker training, shadowing, delegation, internships, self-instruction, and refreshers are provided as examples of on-the-job training. The document outlines advantages like expanding training with real experience, being easily applicable, and increasing employee retention.
This document discusses on-the-job training methods. It explains that on-the-job training involves new employees learning skills for their role while working, typically under supervision. Common methods described include coaching, mentoring, job rotation, job instructional techniques, apprenticeships, and understudies. Specific techniques like co-worker training, shadowing, delegation, internships, self-instruction, and refreshers are provided as examples of on-the-job training. The document outlines advantages like expanding training with real experience, being easily applicable, and increasing employee retention.
This document discusses on-the-job training methods. It explains that on-the-job training involves new employees learning skills for their role while working, typically under supervision. Common methods described include coaching, mentoring, job rotation, job instructional techniques, apprenticeships, and understudies. Specific techniques like co-worker training, shadowing, delegation, internships, self-instruction, and refreshers are provided as examples of on-the-job training. The document outlines advantages like expanding training with real experience, being easily applicable, and increasing employee retention.
• Coaching is a one-to-one training. It helps in quickly identifying the weak areas and tries to
focus on them. It also offers the benefit of transferring theory learning to practice. The biggest
problem is that it perpetrates the existing practices and styles.
MENTORING
• The focus in this training is on the development of attitude. It is used for managerial employees.
Mentoring is always done by a senior inside person. It is also one-to- one interaction, like
coaching. JOB ROTATION
• It is the process of training employees by rotating them through a series of related jobs. Rotation
not only makes a person well acquainted with different jobs, but it also alleviates boredom and
allows to develop rapport with a number of people. Rotation must be logical.
JOB INSTRUCTIONAL TECHNIQUE (JIT)
It is a Step by step (structured) on the job training method in which a suitable trainer a. prepares a trainee with an overview of the job, its purpose, and the results desired, b. demonstrates the task or the skill to the trainee, c. allows the trainee to show the demonstration on his or her own, and d. (d) follows up to provide feedback and help. The trainees are presented the learning material in written or by learning machines through a series called ‘frames’. This method is a valuable tool for all educators (teachers and trainers). It helps us: i. To deliver step-by-step instruction ii. To know when the learner has learned iii. To be due diligent (in many work-place environments UNDER STUDY
• In this method, a superior gives training to a subordinate as his understudy like an assistant to a
manager or director (in a film). The subordinate learns through experience and observation by
participating in handling day to day problems. Basic purpose is to prepare subordinate for
assuming the full responsibilities and duties.
APPRENTICESHIP
• Apprenticeship is a system of training a new generation of practitioners of a skill.
• This method of training is in vogue in those trades, crafts and technical fields in which a long period is required for gaining proficiency. • The trainees serve as apprentices to experts for long periods. They have to work in direct association with and also under the direct supervision of their masters. • The objective of such trainings is to make the trainees all-round craftsmen. It is an expensive method of training. • Also, there is no guarantee that the trained worker will continue to work in the same organization after securing training. EXAMPLES OF ON-THE-JOB TRAINING
• Co-worker training: It is when an experienced employee trains a new employee. The experienced employee is usually someone who has been with the company for a while and knows the ins and outs of the job.
• Shadowing: In shadowing, a new employee follows an experienced employee around and observes what they do. The new employee is not allowed to do the tasks; they are only there to learn and take notes.
• Delegation: Here, a manager assigns tasks to their employees and trusts them to complete the task without much supervision. • Internship: An internship is when a student or recent graduate works at a company in their field
in order to gain experience. Interns are usually not paid, but they may receive school credit.
• Self-instructions: When an employee reads the instructions for a task and then completes it on
their own, it is known as the self-instructions method of on-the-job training.
• Refreshers: It is when an employee reviews the instructions for a task they already know how
