On-the-job training and Off-the-job training methods:

On-the-job training (OJT)

Having a person learn a job by actually doing the job.
OJT methods:
Job instruction training
Job Rotation
Apprenticeship
Coaching or understudy
Mentoring
Internship
Special assignments
Advantages
Inexpensive
Immediate eedbac!
"o special space or e#uipment
Minimi$e transer problems%practice &hat &ill be doing
'arn%produce &hile learning
Relevant reinorcements
(earning environment same as &or!ing environment
Disadvantages
)ie up expensive e#uipment
*aste may be high
Customer problems
+)rainer, may not be s!illed
-ressure o job demands
Off-the-job Methods:
(ecture
.ideo conerence
.estibule )raining
Case Study
Role -laying
/ehavior Modeling
Simulation
Sel0study
-rogrammed (earning
Audiovisual Methods%Computer0based Methods
Advantages
.ariety o training techni#ues
(earning climate
'conomy 1 number o trainees
2on3t tie up expensive e#uipment%&aste
Disadvantages
Increased costs 1 e#uipment%space
)ranser issues
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Explanation of on-the job methods:
Job instr!"tion training (J#T)
(isting each job3s basic tas!s5 along &ith !ey points5 in order to provide step0by0
step training or employees.
Job Instruction )raining6 Job instruction training is received directly on the job5 and so it is oten
called +on0the0job, training. It is used primarily to teach &or!ers ho& to do their current jobs. A
trainer5 supervisor5 or co&or!er serves as the instructor.
Apprenti"eship training
A structured process by &hich people become s!illed &or!ers through a
combination o classroom instruction and on0the0job training.
Apprenticeship Training: Apprenticeship programs5 in &hich employees learn by &or!ing &ith
those already s!illed in their jobs.
Job $otation:
Job rotation involves moving employees to various positions in the organi$ation to expand their
s!ills5 !no&ledge and abilities. It is lateral transers allo& employees to &or! at dierent jobs.
-rovide good exposure to a variety o tas!s. Job rotation means moving a trainee rom department
to department to broaden his or her experience and identiy strong and &ea! points.
%nderst!d& Assignments:
*or!ing &ith coach5 or mentor provides support and encouragement rom an experienced &or!er.
In trade industry5 this may also be an apprenticeship.
'oa"hing(%nderst!d& approa"h:
)he trainee &or!s directly &ith a senior manager or &ith the person he or she is to
replace7 the latter is responsible or the trainee3s coaching.
A"tion learning:
Management trainees are allo&ed to &or! ull0time analy$ing and solving
problems in other departments.
Off-the-job Methods:( Off-the-Job Management Training and Development Te"hni)!es:
(ecture
.ideo conerence
.estibule )raining
Case Study
Role -laying
/ehavior Modeling
Simulation
Sel0study
-rogrammed (earning
Audiovisual Methods%Computer0based Methods
*e"t!re: An eective lecture &ill8
9ain learners attention and maintain it
Maximi$e learner interest
Involve learner
Reinorce material
Meet lesson objectives and goals
:
Effe"tive le"t!res
;se signals to help listeners ollo& your ideas.
2on3t start out on the &rong oot.
<eep your conclusions short.
/e alert to your audience.
Maintain eye contact &ith the trainees.
Ma!e sure everyone in the room can hear.
Control your hands.
)al! rom notes rather than rom a script.
/rea! a long tal! into a series o ive0minute tal!s.
*e can say that lectures convey speciic technical5 interpersonal or problem0solving s!ills.
+estib!le training:
.estibule training is the practice o giving s!ills training to individuals ater they are hired but
beore they are assigned to speciic jobs. .estibule training is not &idely used because it oten
ocuses on s!ills that irms expect &or!ers to have &hen they are hired.
,im!lations:
(earning a job by actually perorming the &or! =or its simulation>. Simulations include case
studies or analyses5 experiential exercises5 group interaction5 decision games and role plays and
are intended to improve decision0ma!ing. It is an artiicial environment that attempts to closely
mirror an actual condition.
A!diovis!al-based training
)o illustrate ollo&ing a se#uence over time.
)o expose trainees to events not easily demonstrable in live lectures.
)o meet the need or organi$ation&ide training and it is too costly to move the
trainers rom place to place.
Distan"e and #nternet--ased Training
)eletraining
A trainer in a central location teaches groups o employees at remote locations via
). hoo!ups.
.ideoconerencing
Interactively training employees &ho are geographically separated rom each other
?or rom the trainer?via a combination o audio and visual e#uipment.
)raining via the Internet
;sing the Internet or proprietary internal intranets to acilitate computer0based
'ase st!d& method
Managers are presented &ith a description o an organi$ational problem to
diagnose and solve.
Management game
)eams o managers compete by ma!ing computeri$ed decisions regarding realistic
but simulated situations.
O!tside seminars
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Many companies and universities oer *eb0based and traditional management
development seminars and conerences.
$ole pla&ing
Creating a realistic situation in &hich trainees assume the roles o persons in that
situation.
-ehavior modeling
Modeling6 sho&ing trainees the right =or +model,> &ay o doing something.
Role playing6 having trainees practice that &ay
Social reinorcement6 giving eedbac! on the trainees3 perormance.
)ranser o learning6 'ncouraging trainees apply their s!ills on the job.
'orporate !niversities
-rovides a means or conveniently coordinating all the company3s training eorts
and delivering *eb0based modules that cover topics rom strategic management to
mentoring.
#n-ho!se development "enters
A company0based method or exposing prospective managers to realistic exercises
to develop improved management s!ills.
Exe"!tive "oa"hes
An outside consultant &ho #uestions the executive3s boss5 peers5 subordinates5 and
=sometimes> amily in order to identiy the executive3s strengths and &ea!nesses.
Counsels the executive so he or she can capitali$e on those strengths and overcome
the &ea!nesses.
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