On the job training, otherwise called hands-on training, is training while working at one’s workplace. Under the supervision of a coach, the employee undergoing this training will be receiving compensation, and will also have the advantage of learning the skills needed in the appointed job. Since it is hands on, there is a definite absorption of the knowledge or know-how of the job one is being trained for. One can then have good concentration and will be able to plan how to perform the job well. The actual workplace, the actual materials, actual equipment, if any, is used in the training. There are many ways of how on the job training is conducted. One is by actual demonstration, where the trainer shows how or instructs the trainee.
Another way is by coaching wherein there has to be a much closer working relationship between the coach and the trainee. This is thus more intensive. Next is by projects, meaning the trainee joins a group with the intention of knowing the other parts of the industry or business thus exposing the trainee to other new jobs or skills. The success of the group in this method requires a lot of discipline. Another method is by job rotation. The employee being trained is given a number of different jobs oftentimes in different departments, with the intent of letting the trainee acquire new knowledge and a wider range of skills.
The success of an on the job training depends on many factors. Every company applying on the job training has the goal of imparting the job description efficiently and effectively. By efficiently, we mean that time and resources are utilized to the best by all those involved in the training. And by efficiently, we mean that the trainee absorbs well the knowledge and skills of the job being trained for. We then need to consider the creation of an effective on-the-job training program, whether it be a formal or an informal one.
Careful planning and structuring should be done by the company giving the training program. Issues on who will conduct the training, or as earlier mentioned who will coach the trainees. Are they competent enough? Do they have good communication skills? Is he flexible and open to constructive criticisms? The coach must be able to develop a good rapport with trainee, understanding individual differences, besides being in charge and being the organizer of the planning and implementation of the training program – which has the goal of having all the knowledge, information and skills absorbed or learned effectively by trainees.
Next thing to consider is the materials or resources that are going to be used in the training. Use of materials should be well outlined, well defined and followed religiously in order that the trainees will be able to see the company’s standards as basis, and enabling them to perform the given job well. Note the duration of the training; not only will the trainee be told of what the training program will do and the company’s expectations of them and the benefits they get in turn, but an agreement of the duration of the training program will also be discussed.
When it comes to training an employee on the job, there is a lot to consider. A trainee has a responsibility towards the success of the training program. They must be qualified enough to learn the job. Can he communicate well? Is the trainee committed and responsive? Trainees must have a certain level of understanding and skills, on top of being able to openly communicate and listen. If all the necessary prerequisites of a coach and trainee are present, then the accomplishment of the training will be met at the time set.
Although a lot of employers and employees benefit from this business tool, on the job training does pose some advantages and disadvantages, too. The trainee will be more at ease and comfortable in the training environment especially if already an employee. It is less disruptive to the business as the trainee is still at work; production is active while trainee is learning. Training at the work environment gives the trainee familiarization to the equipments, making them know that the work they are learning are going to be done with the company’s standards since they get the training from coaches that have expertise and knowledge of the job.
On the job training allows trainees to get acquainted with their co- workers, or if already an employee, enables them to talk to staff they don’t normally get in touch with. Training allows the supervisors or managers to assess progress over a short period of time, and enabling them to determine any floss or problems and giving a quick resolutions right then. One big advantage is that it is cost effective.
A disadvantage of on the job training is the trainer might pass on bad habits while working the trainee. The coach, if not well screened, might not be able to implement the program to the best making it unsuccessful. The coach might not be given enough time to spend to teach the trainee, due to ‘duty calls’ or other responsibilities in his own job and therefore will not be able to attain the standard training that was planned. Thus, the training is considered half done.
After the training, an evaluation must be done to determine the efficiency and effectively of the training program. The trainee will be checked for general and specific understanding of the job, also whether tasks were performed according to company’s standards. A checklist while training is in progress would be a nice data to gauge the trainee’s performance and capability to do his new job. It is often better for the trainee to learn from less perfect performance and progress to a real successful performance. A certification of the training program is to be given to the trainee after completion of the training. This will help a company identify the qualification of an employee for future employment or for business expansion or simply serves as a quick assessment that the employee is now ready to continue to perform the job that he was trained and employed for.