This document discusses various methods of on-the-job training. It defines on-the-job training as employee training at the workplace while performing actual job duties. Some key on-the-job training methods discussed include job rotation, job instruction, committee assignments, apprenticeships, coaching, mentoring, and internships/understudies. The document also differentiates between education, training, and development.

1. ON THE JOB TRAINING
DIVYA CHHABRA
GBPUA&T, Pantnagar

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.

3. WHY DO WE NEED TRAINING?

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. 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. 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. 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. 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. METHODS
Job rotation
Job-instruction
Committee assignment
Apprenticeships
Coaching
Mentoring
Under study/ Internship

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. 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. 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. 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. 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. 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. 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. 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.