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

 

On-the-Job Training: Orientation Phase

Jenae Kain 

ORIENTATION PHASE                                                         On-The-Job Training

The orientation phase is the first step in on the job training that introduces new employees to the company, colleagues, expectations, policies, benefits, and safety. It provides new employees with company-specific education, which is necessary no matter how experienced in the field or with the company the new employee may be. “This kind of information provides the "big picture" of the business to the new employee,” (Mechling, What should be covered in orientation section, para. 1). By presenting the company in orientation the new employee begins to feel comfortable in the new environment and gets them started on the right foot, which reduces turnover in the long run by developing committed employees.

OUTLINING EXPECTATIONS

Most often a thorough orientation is not performed when a new employee is hired or new to a department. This may be for several reasons including time constraints, lacking personnel to provide orientation, or it may be perceived that the new employee is highly educated in the field. Unfortunately, a company who does not provide an adequate orientation is mostly hurting themselves. A new employee values a thorough introduction to the company, job, and all fine details involved. Orientation opens communication between the new employee and the company and builds a platform for long-term success. The most beneficial aspect of orientation is its ability to establish expectations of performance and define the importance of the new employee’s contribution. This ensures that the employee is aware of the expectations and works hard to meet them. During orientation the employer can gain insight to the new employee’s skills and knowledge and can present to them how they want those skills performed. By making these responsibilities clear the new employees feels more prepared for the position, it helps to build strong relationships and a prosperous future for the employee and the company.

POLICIES

Another part of on the job orientation is to present the new employee with the code of conduct, disciplinary actions, requirements, and other policies. By making these clear from the beginning of employment the employee can confirm they understand the rules and should have no potential problems with them in the future. Although many companies have similar policies and ethical standards, if the new employee has any questions or concerns this opens the door for them to ask at this time. Orientation plays a large role in shaping employees for the needs, beliefs, and expectations of the company by making performance standards and policies clear.

SAFETY IN THE WORKPLACE

Orientation should also include a portion on safety. Every company is different and safety concerns can vary drastically between all areas of work, but it is critical to discuss these safety concerns and how they need to be managed. In a manufacturing company for example, there may be several physical safety concerns for workers. It is important to make sure the new employee is aware of all of these, the procedures to stay safe, and what to do if there is an issue. All of the following are examples of what the new employee should be made aware of:

•   Hazardous Chemical Location & Product Awareness

•   Eye Wash Station Location & Use

•   First Aid Room & Supplies

•   Fire Extinguisher & Use

•   Housekeeping – Trash, Workstation Clean Up, Brooms, Gloves

•   Required Safety Areas (Hard hat, Eye protection & Gloves)

•   Evacuation Procedure (fire & tornado shelter)

•   Safety Equipment & Use (equipment inspections)

•   Near Miss Reporting

•   Injury & Accident Reporting/Procedure

•   Routine Safety Audits and Safety Training

Physical safety is very important and in some areas of business it can be much more crucial, but safety isn’t necessarily only a physical precaution, it often involves the use of technology and access to private information. Security measures need to be set in place to protect intellectual assets as well. “Information security policies identify the rules required to maintain information security, such as requiring users to log off before leaving for lunch or meetings, never sharing passwords with anyone, and changing passwords every 30 days. The best way a company can safeguard itself from people is by implementing and communicating its information security plan.” (Baltzan, 2012, p.149) A business takes measures to make sure its employees are safe in the workplace, but the business also needs to take necessary actions to make sure employees keep the business safe from information leaks, fraud, and unauthorized use.

COMPENSATION

A key factor in the on the job orientation phase is to discuss compensation with the new employee. This may include details on pay; raises or bonuses; security, retirement, health care, financial, family, and time off benefits (Mathis & Jackson, 2011, p. 436); attendance; vacation/ sick days and how they accumulate; and other perks like continuing education and group discounts. Although many companies have similar compensation packages, there are several details and paperwork involved when covering compensation because every plan varies significantly depending on the outside company who provides the benefits. Compensation plans should be explained to the new employee during orientation, but it is necessary for them to take home paperwork to read over and keep in their personal files. Many factors are involved when covering compensation packages in orientation, but ensuring that the new employee understands their benefits and the use makes those benefits more valuable to them.

THE FORGOTTEN DETAILS

There are several minor details that an employer may never believe to be of importance, but can make a significant difference in the daily life at the company as a new employee. Simply things like parking & building entrance, food and drink rules, lunch times, lunch rooms, personal cell phone use, dress code, restrooms, vending machines, learning the phone system, computer access, bulletin boards, birthday celebration’s, and other norms in the company. All are details that a employer may not think to mention and new employee may feel out of place asking. These details provide the new employee with comfort, a sense of belonging, and all are useful knowledge.

COMPANY TOUR & INTRODUCTION TO COLLEAGUES

Lastly, of the main points covered in on the job orientation is a tour of the company, the new employee’s workspace, and other departments is essential for the new employee to feel comfortable in their new work environment. As the tour proceeds, the new employee should be introduced to several other colleagues they will be working beside or in contact with in order to carry out their tasks. This tour and introduction provides a smooth transition and again comfort for the new employee. 

TAKE AWAY POINTS

Creating a valuable orientation experience requires extensive planning and a collaboration of information and ideas from several employees and departments within the company in order to provide an educational overview for the new employee. The results of a successful orientation are productive, motivated, long-term employees and a low turnover rate for the company. As training follows orientation and is more specific to the job, orientation also helps the employer to create training strategies depending on the knowledge, skills, and comfort level of the new employee. As Mechling of Ohio State University says, “Employee orientation and training programs take time and effort, but will increase worker productivity, decrease confusion, and increase satisfaction for both employer and employee,” (Mechling, Conclusion section, para. 1).

WORKS CITED

Baltzan. (2012). Business driven information systems 3^rd edition: The first line of defense- people. New York, NY: McGraw-Hill Companies Inc.

Jackson, J. & Mathis, R. (2011). Human resource management 13^th edition: Figure 13.7 types of benefits. Mason, OH: South-Western, Cengage Learning.

Mechling, M. (n.d.). Ohio state university fact sheet. Orientation and Training of Employees, Small business series. doi (CDFS-1380-96). Retrieved from http://ohioline.osu.edu/cd-fact/1380.html

On the Job Training for Disasters

Written by: Kyle Kaan

Overview:

There are many different forms of disasters that can happen on the job. They range from employee injury, to the destruction of the business through a natural disaster. This blog entry will cover some of the methods employers can use to help their employees be prepared for a variety of disasters.

Relevance:

It is the responsibility of Human Resources to prepare the organization for disasters. If your business is not prepared for a variety of disasters you could be at risk for losing your business entirely. “As many as 40% of small businesses do not reopen following a major disaster like a flood or earthquake”, according to the Red Cross. After taking this into consideration, one must not disregard the importance of training employees for a multitude of situations. These situations will vary depending on the geographic location of the company and the industry they are doing business in.

Key Points:

The Occupational Safety and Health Administration’s (OSHA) “mission is to ensure a safe and healthy workplace for every working man and woman in the Nation” (osha.gov). OSHA creates and enforces government regulations for businesses to ensure the best working conditions possible for employees. Below I list and cite a few of OSHA’s general rules for disaster training and preparedness.

• Chain of command

• “The employer should designate an emergency response coordinator and a backup coordinator. The coordinator may be responsible for plant wide operations, public information and ensuring that outside aid is called. Having a backup coordinator ensures that a trained person is always available. Employees should know who the designated coordinator is” (OSHA Fact Sheet p.1).

•  Emergency response teams

•  “Emergency response team members should be thoroughly trained for potential crises and physically capable of carrying out their duties. Team members need to know about toxic hazards in the workplace and be able to judge when to evacuate personnel or when to rely on outside help (e.g., when a fire is too large to handle)” (OSHA Fact Sheet p.1).
• Training

• “Every employee needs to know details of the emergency action plan, including evacuation plans, alarm systems, reporting procedures for personnel, shutdown procedures, and types of potential emergencies. Any special hazards, such as flammable materials, toxic chemicals, radioactive sources or water-reactive substances, should be discussed with employees. Drills should be held at random intervals, at least annually, and should include outside police and fire authorities.”
• “Training must be conducted at least annually and when employees are hired or when their job changes. Additional training is needed when new equipment, materials or processes are introduced, when the layout or design of the facility changes, when procedures have been updated or revised, or when exercises show that employee performance is inadequate” (OSHA Fact Sheet p.2).

Theory:

As per the textbook; “During the past several years, a number of significant disasters have occurred. Some have been natural disasters, such as hurricanes, major snowstorms, flooding in various states, tornadoes, and forest fires. There also has been concern about terrorism, and some firms have been damaged by fires and explosions. All of these situations have led to HR management having an expanded role in disaster planning” (Mathis, HRM textbook p.495)

Take Away Points:

There are many different forms of disasters that can happen on the job. During the past several years, a number of significant disasters have occurred. It is the responsibility of Human Resources to prepare the organization for disasters. Using OSHA as a guide, a business can prepare a chain of command, emergency response teams, and provide training in order to greatly reduce the damages associated with the risk of a disaster that will be detrimental to business without proper preparedness.

Works Cited:

Mathis, Robert L., and John Harold. Jackson. Human Resource Management. 13th ed. Mason, OH: Thomson/South-western, 2011. Print.

"OSHA Archive." Osha.gov. United States Department of Labor, 4 May 1999. Web. 12 Apr. 2013. <http://www.osha.gov/pls/oshaweb/owadisp.show_document?p_id=98>.

"Planning and Responding to Workplace Emergencies." OSHA Fact Sheet. Osha.gov, Apr. 2004. Web. 12 Apr. 2013. <http://www.osha.gov/OshDoc/data_General_Facts/factsheet-workplaceevergencies.pdf>.

"Workplace Disaster Preparedness Training." Redcross.org. Red Cross, n.d. Web. 12 Apr. 2013. <http://www.redcross.org/wa/seattle/programs-services/get-prepared/workplace-disaster-preparedness-training>.

Team On-The-Job-Training

Casey Schmidt

Introduction
On the job training has many different ways that it can be implemented into practice. One of these ways is through team training. Team training and development is a successful way to train employees, but sometimes falls through the cracks. Training in teams is critical in the success of transferring the skills learned through training into the workforce. A team-driven OJT approach is not hard to do and is inexpensive.

Team-Driven OJT
Team-driven OJT is based on “adult learning theory, cognitive and social psychology, and the principles of instructional systems design, Walter explains. Because of the team aspect - people discussing the task, writing the modules, the procedures - it's a dynamic system and you end up solving a lot of performance issues other than just training" (An 8-step method for affordable, team-driven on-the-job training p. 11). Team OJT is good alternative to individual training because it allows for more critical thinking and as a team they will be faster at tasks, saving time and money. In order to implement team OJT there are certain conditions that must be met. However, these conditions are easily available in organization that does this process. There are three parts that go together that drive this process. They are the “team job-task analysis, job instruction training, and human factors principles” (8-step method for affordable, team-driven on-the-job training p. 11). Team OJT can be easily integrated, and is used for first-time, reoccurring, or refresher training programs.

According to Diane Walter, there are 5 basic assumptions of human behavior that directly explain why team training is the optimal choice for any organization:

1. All human behavior is goal directed.
2. People are creative decision makers.
3. Human behavior occurs in a social context.
4. Use is more important than possession.
5. People and organizations function holistically.

Each of these assumptions that Walters states can back up why team training is critical. For example, Walters states that “when workers are not given the chance to contribute, they may become counterproductive, rebellious, avoid tasks, try to sabotage the system, etc. When given the chance to contribute, they become productive, task-oriented workers” (Walter p. 251). People want a direction to go and to feel like they are contributing to something bigger. Every person’s main goal is to feel included and like they belong, so if you put them in a group setting it gives them the chance to realize that goal. Another point that Walters makes is that behavior occurs in social settings. “Most problems cannot be solved by one person in isolation. Rather, cooperation and the contribution of people resources around us solve problems” so team-driven OJT would help more problems get solved (Walter p. 251). Just like the saying the whole is greater than the sum of its parts, “the quality and quantity of individuals' independent work is generally not as effective as the same work accomplished cooperatively” (Walter p. 251). People do better work in a group. This is not because others are pressuring them to do better, it is because as a human, we want to feel a part of something bigger than ourselves and one person will not let that go if they get the chance at it. When someone is going through team OJT they are going to make sure they work harder than if they were alone on traditional OJT.

Team Task Analysis-Module Writing
Individual task analysis can take over a year to do, but team task analysis can be done in a few hours. “A team can write simple, two-column format training modules quickly once they’re experienced in the technique” (8-step method for affordable, team-driven on-the-job training p. 11). Having the teams write the modules is a way to train the teams to learn the materials but also think critically on how to quickly solve a problem. The main two questions asked for writing a module is “What do you need to know to be able to do to perform this job task? Can you teach and can someone learn each one of these task in a half hour?” (8-step method for affordable, team-driven on-the-job training p. 11). Once the team has the questions they can brainstorm the task and decide on the steps required to perform it. They can then break down each task to make sure it can get done in the allotted time limit.

A real life example of a business successfully implementing team OJT is Northwest Airlines. Northwest encountered problems that were answered and implemented with team-OJT writing modules and ended up saving the company a lot of money. (8-step method for affordable, team-driven on-the-job training p. 11). For Northwest Airlines they had a problem with shipping engines so that they were received undamaged. The airline was losing out on a lot of money because of damaged engines from shipments. The answer to their problem was simple; a team OJT system had to be implemented. A team of mechanics got together and wrote “two training modules on how to ship the engines, verified and approved them, and sent them to the three training stations around the world” (Walter p. xvii). The time to write up these modules took the team “3 hours and saved the company $13.6 million per year in potential mishandling costs” (Walter p. xvii). Without the team OJT, it may have taken years and a good chunk of money for the problem to get solved. The team OJT provided quick and clever ways of handling the shipping problem that could not have ever been done by one individual alone.

Take Away Points
Team on-the-job training is important for solving problems and knowing the correct steps to take when the problem happens. This is a valuable idea for any organization. Every business comes across problems that cost them a lot in time and money and having team OJT in place could really benefit them. People like to work in teams because it makes them feel like they are a part of something that they can contribute to. It allows them to get creative and hear other people’s ideas and piggyback of each other. Team training not only takes less time and cost less, it really pushes the information in the training program and makes sure that the trainees know and fully understand it to be able to actually perform the tasks. Working through the problem lets them feel like they are in charge of their training and they can really step up and shine during it. Both traditional OJT and team-driven OJT have their advantages but team OJT has a longer benefit to a business and to the individual’s in the team.


                                                                     References

An 8-step method for affordable, team-driven on-the-job training. (2003). IOMA's Report on Managing Training & Development, 3(5), 11-14. Retrieved from http://search.proquest.com/docview/195085685?accountid=12924

Walter, D. (2000). Competency-based on-the-job training for aviation maintenance and inspection- a human factors approach. International Journal of Industrial Ergonomics, 26(2), 249-259. doi: 10.1016/S0169-8141(99)00069-4

Walter, D. (2001). Training on the Job: A New Team-Driven Approach That Empowers Employees, Is Quick to Implement, Gets Bottom-Line Results. American Society for Training and Development. Retrieved from http://books.google.com/books?hl=en&lr=&id=NRkVq7ErUXIC&oi=fnd&pg=PR17&dq=training+on+the+job+diane+walter&ots=KUnKLwNNC4&sig=sBhThEL5SJL7gjvevwo9VHo3AnI#v=onepage&q=training%20on%20the%20job%20diane%20walter&f=false