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On the job training


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Methods of on the job training, their advantages and disadvantages.

Published in: Business
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On the job training

  2. 2. TRAINING  The action of teaching people some knowledge, skills and help them to change some of their attitude.  Acquisition of knowledge, skills, and abilities (KSA) for development.
  4. 4. RELATED TERMS  EDUCATION- imparting/absorbing theoretical teaching in classrooms. Generalized kind of knowledge.  TRAINING- process of imparting the skills Specialized kind of knowledge  DEVELOPMENT- exposure of employees to general subject/knowledge & attitudinal aspect of overall self improvement
  5. 5. Contd..  Training and development input 3 types of skills:  TECHNICAL: required to do the job. Example: machine operation, computer usage, safe working skills  CONCEPTUAL: basic fundamental knowledge of the subject  INTERPERSONAL: to understand people better, to communicate well for decision making process.
  6. 6. TRAINING NEED ASSESSMENT  The gap between the present status and desired status may indicate problems that in turn can be translated into a training need.  A need is not a want or desire. It is a gap between “what is” and “what ought to be”  method of determining if a training need exists and, if it does, what training is required to fill the gap.
  7. 7. METHODS OF TNA  GROUP ANALYSIS  Organizational goals  Skill inventories  Organizational climate indices  Efficiency indices  Customer survey  INDIVIDUAL ANALYSIS  Performance appraisal  Work sampling  Interviews  Questionnaires  Attitude surveys
  8. 8. ON THE JOB TRAINING  Employee training at the place of work while he or she is doing the actual job.  Professional trainer acts as trainer.  ADVANTAGES: effective method  Least expensive  Free from artificial classroom  DISADVANTAGES: Professional trainer may lack expertise  Not systematically organized.
  9. 9. METHODS Job rotation Job-instruction Committee assignment Apprenticeships Coaching Mentoring Under study/ Internship
  10. 10. JOB ROTATION  A job design technique in which employees are moved between two or more jobs in a planned manner.  Job rotation is a well-planned practice to reduce the boredom of doing same type of job everyday and explore the hidden potential of an employee.
  11. 11. JOB INSTRUCTION  Step-by-step training in which the trainer explains the way of doing the jobs, gives the job knowledge and skills to the trainee and allows him to do the job.  The trainer appraises the performance of the trainee, provides feedback information and corrects the trainee.
  12. 12. COMMITTEE ASSIGNMENTS  Under the committee assignment, group of trainees are given and asked to solve an actual organizational problem.  The trainees solve the problem jointly.  It develops team work and improve it.
  13. 13. APPRENTICESHIPS  Apprenticeship is a formalized method of training curriculum program that combines classroom education with on-the-job work under close supervision.  The training curriculum is planned in advance and conducted in careful steps from day to day.  They have to work in direct association with and also under the direct supervision of their masters.
  14. 14. COACHING  one-to-one training.  The trainee is placed under a particular supervisor who functions as a coach in training the individual.  The supervisor provides feedback to the trainee on his performance and offers him some suggestions for improvement  LIMITATION- trainee may not have the freedom or opportunity to express his own ideas.
  15. 15. MENTORING Job mentoring involves providing an employee with an experienced coach to oversee his or her learning experience. The trainee employee learns the job firsthand and may consult the mentor or coach at any time for assistance. The focus in this training is on the development of attitude.
  16. 16. DIFFERENCE BETWEEN MENTORING AND COACHING COACHING  Task oriented  Short term  Performance driven  Does not requires a design phase  The immediate manager is directly involved MENTORING  Relationship oriented  Always long term  Development driven  Requires a design phase  The immediate manager is indirectly involved
  17. 17. UNDERSTUDY  A superior gives training to a subordinate as his understudy like an assistant to a manager or director.  The subordinate learns through experience and observation by participating in handling day to day problems.