Overview

This is the last of three posts discussing On-the-Job Training, usually just referred to as OJT. OJT is used by many companies to help their people obtain the needed skills and knowledge in a real-world setting, literally on the job. OJT is an excellent way to impart those skills and knowledge and to make sure an acceptable level of performance is gained. However, not all companies build much rigor into the process. They put someone in a position and have them work next to someone who has been doing the position for years. This could be in any type of work environment. The person they work with is expected to train them everything they need to know and do. Some may take this responsibility very seriously and do an outstanding job. Others may view this responsibility as a burden, one that prevents them from doing their actual work, and not devote much effort to it. Some may want to do it well but simply not have the skills and knowledge how to go about it.

Review

We saw some of these things in the two examples we explored in Part 1 and Part 2. Even though Frank was very competent at his job, he didn’t want to be a trainer. He also didn’t know how to train. He didn’t have any guidelines or specific objectives for what he should train Gwen. He also presumed, whether correctly or incorrectly, that he still needed to work at the same pace he had been working at. Thus, he didn’t think he had time to train Gwen. Karen was much more interested in being a trainer and wanted to do all she could to train Paul. Nevertheless, she had no guidance about what to train him and was left to make it up as she went along. She almost certainly did a better job training Paul than Frank did training Gwen. She also did it much more quickly. All along the way though there was no way to determine if she was training him all the tasks he needed to satisfactorily perform his job.

Structured On-the-Job Training (SOJT)

For all the reasons we see above and more, when I discuss On-the-Job Training (OJT), I recommend Structured OJT (SOJT). In the remainder of this article I will focus on SOJT.

So what is Structured OJT? Well, to state it simply, it is OJT that has a definitive structure. However, that is far too simplistic to be of any real use. So let’s dig into it a bit more and see if we can establish a few helpful details.

Minimum Requirements

The level of the structure required to make a SOJT program effective can vary somewhat between situations. At a minimum though, a SOJT program should include defined objectives for what people should know and be able to do. These objectives should be written just like well-written objectives for any training course. They should:

  • Indicate the action to be taken
  • Make sure the action is observable
  • Include under what conditions the objective should be performed
  • State what standards apply to performing the objective

Proper performance of the objective should be fact-based. Those objectives that require opinion-based determinations should have clear guidelines. These should be set forth as part of the conditions and standards.

What About the Trainers

A SOJT program should have guidelines for who will act as a trainer. Trainers should be willing to do the job. They should be given time to perform their role as trainer. It might be worthwhile to establish some sort of an incentive program for them to act as trainers. They should also be trained how to act as a trainer. They need to know how to demonstrate performing objectives. They also need to know how to verify if a trainee is performing it to required standards. Several questions should be answered such as should they:

  • Help the trainee
  • Answer questions
  • Give guidance if the trainee starts doing something wrong
  • Let trainees have several attempts

Additional Considerations

Ideally a SOJT program should have other guidelines such as:

  • In what sequence should objectives be carried out
  • What documentation, such as task sign-off sheets, is required
  • What should be done if the trainee is not able to satisfactorily perform an objective
  • In what timeframe should the SOJT take place
  • What additional training outside of the SOJT should occur and when should it occur
  • How much practice should be allowed

Companies might determine other guidelines for their Structured OJT programs. Some companies might have a more rigid structure while others might be not as rigid. Nevertheless, having several of these key components will help make your SOJT program the success you need it to be.