On-the-Job Training: A Study of Best Practices

By Mary Van Pamel

Overview of the Topic

Many questions still remain as to whether On-the-Job Training (OJT) works or does not work. Numerous organizations have set up studies, conducted surveys, or interviewed their employees to seek different opinions on the subject of OJT. Therefore, I decided to research one specific study prepared for the Ohio Department of Job and Family Services.

“The purpose of this evaluation study was to obtain feedback concerning the structure, administration, processes, practices, and outcomes of the On-The-Job Training (OJT) Program funded under the National Emergency Grant (NEG) Program. The ultimate intent of the study was to derive a set of best practices for OJT NEG outreach that could be replicated across the state workforce development system” (Wargo-Brock, 2012).

Within this survey, 39 individuals were interviewed either in focus group or telephone interviews and the remaining 63 individuals completed an online survey (Wargo-Brock, 2012). According to Wargo-Brock Workforce Dimensions, 2012, there were two main questions asked within the survey:

1) Are there best practices that can be used throughout the state’s workforce system?

2) What differences, if any, exist between the state’s workforce development professionals regarded as high performers and the balance of Ohio’s workforce staff?

Relevance

Studies are conducted to gather important information and generate useful findings. Researchers have made progress in rating the role OJT plays in comparison to overall career success. Recently, researchers have recognized that there are two key aspects of OJT. First, there is recognition “that on-the-job training is an important example of an “investment” in human capital” (Barron & Black). The second is that “the distinction between “general” and “specific” on-the-job training is clear (Barron & Black). Therefore, this study helps decipher the difference between what aspects of OJT works and what aspects do not work.

Main Points of the Study

Derived from the findings of the study, the most important learning point was that the best practices of OJT “were as much a product of attitudinal as they are procedural reasons” (Wargo-Brock, 2012). The workforce professionals who strive to exceed the expectations of their employer and work to strengthen the relationship with their employer will have the highest performance results (Wargo-Brock, 2012). Some of the findings of the Wargo-Brock Workforce Dimensions, 2012, study are listed below.

·         Organizations that have employer-focused models are better able to develop effective OJT processes that are valued by the employer.

·         OJT workshops for job seekers produce powerful outreach results by spreading information about the program to other job seekers and to potential employers.

·         Workforce professionals assigned as High Performers had strong preference for face-to-face interaction with employers and fellow employees.

·         Employers who were interviewed regarding OJT were favorable to the program.

·         The OJT program was beneficial to the individuals who served in the Learner role, as well as those who served in the Coach role.

Relating Research to Class Topics

According to our textbook, the four stages to OJT are (Jackson & Mathis, 2011):

1) Prepare the Trainees

2) Present the Information

3) Provide the Trainees with Practice

4) Do Follow-Up

The four stages to OJT can be directly related to this study. The first, second, and third stages occurred before the study was conducted when employers, employees, and other workforce professionals underwent OJT. The fourth stage, which is the ‘Do Follow-Up’ stage, is what the study is about. The study was conducted to follow-up with workforce professionals to judge the overall OJT process to determine what the best practices are. According to the study, “a best practice is a method or technique that has consistently shown results superior to those achieved with other means, and that is subsequently used as a benchmark” (Wargo-Brock, 2012). Therefore, after determining the best practices, individuals can strive to achieve those practices and succeed in their careers.

Take Away Points from Research

Although the study found the top ten best practices for OJT marketers who are top performers, only the top three are listed below (Wargo-Brock, 2012).

      

     1) Seek out opportunities to have frequent and meaningful face-to-face interaction with employers and others in the business community. They don’t rely on mail, e-mail, or phone to do what should be done in person.
2) Are singularly employer-focused and display a sincere, constant effort to respond quickly and exceed employer expectations.
3) Have developed excellent interpersonal relations skills and a mental agility that consists of competencies such as the ability to think like an employer, flexibility in a variety of situations, and ability to solve unique problems.

Students, as well as employees, employers, and workforce professionals, can learn a lot from the findings in the study. In order to be successful through OJT training, individuals can review the best practices list, which came from the top performers within an organization. In order to be successful, individuals must “seek out opportunities to have frequent and meaningful face-to-face interaction with employers,” which is the top best practice to perform within a workplace (Wargo-Brock, 2012). Following the best practices can only lead to success in future careers.

References

Barron, J., Black, D.A. (n.d.). On-the-job training. Retrieved from http://research.upjohn.org/cgi/viewcontent.cgi?article=1073&context=up_bookchapters

Jackson, J.H., Mathis, R.L., (2011). Human resource management (13^th ed.). Mason, OH: South-Western Cengage Learning.

Wargo-Brock Workforce Dimensions, LLC. (2012). Evaluation of OJT NEG Operations and Outreach [Data file]. Retrieved from http://jfs.ohio.gov/owd/WorkforceProf/Docs/OJT-NEG-Evaluation-Report.pdf