On the Job Training- Effectiveness

By: Casey Schmidt

Introduction

Human Resource Management is continuously looking and researching about on the job training programs and what practices work best.  On the job training(OJT) is defined differently in each organization, but a broad definition that is often used is that is it employee training while at the workplace performing the actual job hands on with a trainer or experienced employee assisting.  On the job training is usually the most effective form of training practices. Human Resources is constantly trying to find a way to measure effectiveness of on the job training programs, but it is very difficult to fully connect the two. In fact, “most of the research into OJT focused on the design and implementation of this type of training. Research dedicated to the topic of effectiveness is extremely scarce” (Van Der Klink & Streumer p. 196). When a business incorporates training into their recruitment process it normally cost a lot of money, so it makes sense that businesses would want to be able to tell if the training program is effective or not. There are a few easy ways to improve the effectiveness of on the job training programs that Human Resources have used.          

Trainees’ Attitudes Influencing Effectiveness

Having a training program be effective is the number one goal for most businesses yet not very much attention is devoted to researching about it to improve it. According to the article on influencing effectiveness, there are four levels of training outcomes “(a) trainees’ reaction to the program content and training process (reaction); (b) knowledge or skill acquisition (learning); (c) behavior change (behavior); (d) improvements in tangible individual or organizational outcomes such as turn-over, accidents, or productivity (results)” (Noe p. 736). So, if employees are not satisfied with the training program then they are less likely to master the content taught to them thus, lowering the overall effectiveness of the trainings program. The attitudes of the trainees’ about the program can very much effect the overall effectiveness of it. It is crucial that businesses take into consideration how the trainees’ will feel after the program to ensure that performance will improve from the training. 

How to Control Trainees’ Attitudes       
One way to begin to ensure trainees’ attitudes will be positive is to motivate them. Motivation in OJT is “the force that influences enthusiasm about the program (energizer); a stimulus that directs participants to learn and to attempt to master the content of the program (director); and a force that influences the use of newly acquired knowledge and skills even in the presence of criticism and lack of reinforcement for use of the training content (maintenance)” (Noe p. 737). If employees feel motivated about their work, they are more likely to take more away from the training program, making it more effective. In addition to motivation, another way to make trainees’ attitudes positive is by looking into the work environment. A supportive work environment will keep the trainees’ motivated and make the OJT effective (Noe p. 737). Therefore, trainees’ attitudes about OJT can really effect if the program was effective or not, so it is important for organizations to look into these issues while measuring effectiveness.

Trainers Influencing Effectiveness

For OJT there is normally a person training the trainee and guiding them along. In any training situation like this, it is important to have someone that is skilled and knowledgeable enough in the field to teach someone else how to do it properly and effectively. If the trainer is not an expert at what they are teaching and then obviously the trainee will not learn as well and the training program will be less effective. When choosing who to have as a trainer there is a couple things to think about. Many OJT trainers are picked based on the wrong criteria. They must be able to know the job inside and out because “knowing the job well provides the OJT trainer with credibility, confidence, and the experience needed to explain and demonstrate the work process being taught. Too often, however, it is the technical background that receives the greatest priority in the selection of the OJT trainer. Although many people assume that possessing content knowledge and skill is all it takes to be a good trainer, it is clearly not sufficient” (Johnson & Leach p. 427). The worker with the most technical skills is not always the right choice. Also, the worker with the most experience is not always the right choice either. “The selection of OJT trainers needs to be based on intelligent decisions according to job competence and training ability. Selecting OJT trainers solely on the basis of their ability to perform the job does not guarantee that quality training will result” which will make the overall training program less effective (Johnson &Leach p. 428). Therefore, it is as important to think about the trainer as it is to think about the trainees when thriving for an effective OJT program.       

Take Away Points

Anyone in business can take something away from this blog, not just Human Resources. No matter what form of business you are in, on the job training will be important and having that training be effective is what will help a business grow. Looking at this blog will show someone the different ways to make a training program effective and why it is so important. We have covered a whole section in class about training and development so we already know how much it is used in Human Resource Management. I will use this information one day because I know I want to be in training and development so this blog will be useful. Knowing to really look into the trainees’ attitudes to measure effectiveness is a good idea that I can see myself or whoever I work with using one day. OJT must be implemented properly and continuously trying to improve in order to remain effective so that the time and money put into it is worth the results.     

References

Johnson, S. D., Leach, J. A. (2001). Using expert employees to train on the job. Advances in Developing Human Resources, 3(4), 425-434. doi: 10.1177/15234220122238481 

  

Noe, R. A. (1986). Trainees’ attributes and attitudes: neglected on training effectiveness. The Academy of Management Review, 11(4), 736-739. Retrieved from http://www.jstor.org/stable/258393

Van Der Klink, M. R., Streumer, J. N. (2002). Effectiveness of on-the-job training. Journal of European Industrial Training, 26(2-4), 196-199. Retrieved from http://search.proquest.com/docview/215394147/fulltextPDF?accountid=12924