On-the-Job Training (OJT): What You Need to Know

The OJP method remains popular despite its inefficiencies, inconsistencies, and its ineffectiveness. OJT is appealing to many people because it involves a realistic practice in which the employee or trainee can do the real job. The OJT encourages employees to learn about the actual machinery or tools involved in performing real tasks (Ahadi & Jacobs, 2017). OJT is highly preferable in coping with the small changes occurring in the business environment. 

Currently, the OJT type of training is available in every workplace formally and informally. The unstructured OJT mainly focuses on work, with the trainee viewed as a worker with no allowances. According to Ahadi and Jacobs (2017), the structure for OJT training is the work of the trainee. Therefore, the tasks learned depends on the flow of work in a particular department. In the unstructured OJT, the experience and the skill of the trainee are the factors applied in picking employees for the training processes. Nonetheless, the instructors in the training apply their techniques in teaching the skills necessary in the job. 

Increasing effectiveness in the OJT, a structural change is necessary. The program requires standardized training materials, performance checklists, and the application of trained trainers (Ahadi & Jacos, 2017). Management support is necessary to emphasize priorities and the budget to ensure other tasks do not take precedence. Trainer support, including an OJT manager, coordinator, or another person from outside the company can offer the necessary help to the trainer, which the organizations' supervisors lack. According to Ahadi and Jacobs (2017), training materials and a checklist are necessary for the OJT program to ensure consistency between the trainers. Nonetheless, train the trainer programs are vital to teaching the tutors new behaviors and knowledge to equip to their trainees (Ahadi & Jacobs, 2017). Lastly, an OJT requires tracking and report generation on the whole process to offer feedback to both the managers and the trainers. Therefore, effective report generation avails the necessary information to the company's stakeholders and provides a means of accountability on the OJT program impacts. 

Reference 

Ahadi, S., & Jacobs, R. (2017). A Review of the Literature on Structured On-the-Job Training and Directions for Future Research.  Human Resource Development Review ,  16 (4), 323-349. https://doi.org/10.1177/1534484317725945