HRM635 Week 4 Discussion

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PowerPoint Presentation for Managing Performance through Training and Development

Adapted by

Alan Saks

University of Toronto

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Chapter 6

On-the-Job Training Methods

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Learning Outcomes

After reading this chapter, you should be able to:

Compare and contrast on-the-job training methods

Explain how to train somebody using job instruction training

Explain how and when to use performance aids, job rotation, and apprenticeships for training

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Learning Outcomes

Compare and contrast coaching and mentoring, and explain when and how to use them for training

Explain when to use on-the-job versus off-the-job training methods

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Introduction

On-the-job training takes place at the trainee’s workstation from a supervisor or experienced co-worker

This is the most common method of training, which has been practised for centuries

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On-the-job training occurs when a trainee receives instruction from an experienced co-worker or supervisor at his workstation (most frequently)

This type of training has been practised since at least the Middle Ages; however, the U.S. army formalized the concept during WW2

Use of On-the-Job Training

Many approaches for on-the-job training (on-the-spot lecture, following an employee, job aids etc.)

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At McDonald’s, a more experienced employee or “buddy” works with a new member individually on the job

In addition, laminated visual aids are used to show the steps in a task at each station and as a form of visual reinforcement

Use of On-the-Job Training

Useful for small businesses because of limited investment

43 percent of small and medium-sized firms use on-the-job training (e.g., mentoring)

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This is in contrast to formal training (classroom, seminars, and workshops) where only 2 percent of these techniques are in use

On-the-Job Training Methods

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Problems with On-the-Job Training

Lack of planning or structure

Those assigned as “trainers” haven’t received training on how to be trainers

Poor employees teach undesirable work habits and attitudes

Trainer may be worried that trainee will take their job

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Frequently, traditional ways of doing things get passed on to new employees, which means that existing problems as well as poor attitudes and behaviours will persist

Problems with On-the-Job Training

May require trainee to do the “dirty work”

Can be time consuming

May feel penalized—unable to meet goals when they are training

Results in training that is inconsistent, inefficient, and ineffective

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However, when on-the-job training is carefully planned and structured, it can be a highly effective and efficient method of training

Problems with On-the-Job Training

When the process is carefully planned and structured, it can be a highly effective and efficient method of training

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However, when on-the-job training is carefully planned and structured, it can be a highly effective and efficient method of training

Job Instruction Training

A formalized, structured, systematic approach to on-the-job training that consists of four steps:

Preparation

Instruction

Performance

Follow-up

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Incorporates the principles of behaviour modelling

Trainer demonstrates task performance on the job, provides trainee with opportunities to practise while the trainer provides feedback and reinforcement, then the trainer monitors the trainee’s performance on the job

Job Instruction Training—Preparation

Putting the trainee at ease

Guaranteeing the learning

Building interest and showing personal advantage

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Incorporates the principles of behaviour modelling

Job Instruction Training—Instruction

Show trainee how to perform the job

Repeat and explain key points in more detail

Allow trainee to see whole job again

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Incorporates the principles of behaviour modelling

Job Instruction Training—Performance

Ask trainee to perform less difficult parts of the job

Allow trainee to perform the entire job

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Incorporates the principles of behaviour modelling

Job Instruction Training—Follow-Up

Trainee is left on own to perform the job

Trainer monitors trainee performance

Trainer provides support and feedback

Trainer indicates when and where to find help

Trainer gradually tapers off instruction as employee gains confidence and skill

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Incorporates the principles of behaviour modelling

Performance Aids

A device at the job site that helps an employee perform his job

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Can be signs or prompts; troubleshooting aids; instructions in sequence; a special tool or gauge; flash cards to help counsel clients; a picture; or posters and checklists

Performance aids support trainees when requiring the memorization of sequences and tasks can take too much training time, especially if the task is not repeated daily; are useful when performance is difficult, is executed infrequently, can be done slowly, and when the consequences of poor performance are serious; allow people to move on the job more quickly with performance aids; routine troubleshooting and repair responses can be performed much more quickly and with less frustration

Performance Aids

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Can be signs or prompts; troubleshooting aids; instructions in sequence; a special tool or gauge; flash cards to help counsel clients; a picture; or posters and checklists

Job Rotation

A training method in which trainees are exposed to different jobs, functions, and areas in an organization

Job rotation is often used as part of an ongoing career-development program, especially for employees who are destined to management positions

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Broadens an individual’s knowledge and skills by providing multiple perspectives and areas of expertise

Often used as part of an ongoing career-development program, especially for employees destined for management positions

Also used in rotational leadership programs where new graduates and high-potential employees are developed

Also an effective way of cross-training employees by training them to perform each other’s jobs

An effective method of training employees who need to learn a variety of skills

Research indicates it results in improvement in knowledge and skills, but also has a number of career benefits (higher job satisfaction, more opportunities for career advancement, higher salary)

Job Rotation

An effective way of cross-training employees whereby employees are trained to perform each other’s jobs

Stretch assignments are job assignments that aim to “stretch” employees by working on challenging tasks and projects that involve learning new knowledge and skills

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Broadens an individual’s knowledge and skills by providing multiple perspectives and areas of expertise

Often used as part of an ongoing career-development program, especially for employees destined for management positions

Also used in rotational leadership programs where new graduates and high-potential employees are developed

Also an effective way of cross-training employees by training them to perform each other’s jobs

An effective method of training employees who need to learn a variety of skills

Research indicates it results in improvement in knowledge and skills, but also has a number of career benefits (higher job satisfaction, more opportunities for career advancement, higher salary)

Apprenticeships

Training methods for skilled trades workers that combine on-the-job and classroom instruction

It is the primary method of training for skilled trades workers in Canada

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Practical on-the-job training component makes up 80 percent of the training and is used to teach the skills of a particular trade or occupation

Classroom instruction often takes place in colleges, focuses on technical training, and comprises a minor portion of the program (20 percent)

4 occupational sectors: construction (e.g., electrician, carpenter), motive power (motor vehicle mechanic), industrial (millwright), and service (baker, cook, hairstylist)

Apprenticeships

In Canada, the apprenticeship system has 65+ regulated occupations in four occupational sectors: construction, motive power, industrial, and service

Apprenticeship training differs from other training methods in that it is regulated through a partnership among government, labour, and industry

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Practical on-the-job training component makes up 80 percent of the training and is used to teach the skills of a particular trade or occupation

Classroom instruction often takes place in colleges, focuses on technical training, and comprises a minor portion of the program (20 percent)

4 occupational sectors: construction (e.g., electrician, carpenter), motive power (motor vehicle mechanic), industrial (millwright), and service (baker, cook, hairstylist)

Benefits of Apprenticeship Training

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HR professionals have an important role to play in promoting and championing apprenticeship training in their organizations and educating their employers on the benefits of apprenticeships

Can be a very effective recruitment strategy that provides organizations with many benefits and can improve their bottom line

Increasing Employer Participation

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HR professionals have an important role to play in promoting and championing apprenticeship training in their organizations and educating their employers on the benefits of apprenticeships

Can be a very effective recruitment strategy that provides organizations with many benefits and can improve their bottom line

Coaching

An experienced and knowledgeable person is formally called upon to help another person develop the insights and techniques pertinent to the accomplishment of her job

A one-to-one learning and development intervention that consists of four core elements

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Has become very popular in many organizations today

Programs have been effective in enhancing skills and improving performance in a wide range of areas, including interpersonal skills, communication skills, leadership skills, cognitive skills, and self-management skills

Involves the planned use of opportunities in the work environment to improve or enhance employee strengths and potential

Coaching Core Elements

The formation and maintenance of a helping relationship between the coach and coachee

A formally defined coaching agreement or contract that includes personal development goals and objectives

Providing the coachee with tools, skills, and opportunities for growth and development

The fulfillment of the agreement and achievement of the objectives

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Plans or objectives—agreed-upon plan or set of objectives developed by employee and coach

Creating opportunities in the work environment—the work environment is the training laboratory

Strengths are enhanced and developed thorough dialogue, coaching opportunities, evaluation, and feedback

Highly effective for individuals: improves working relationships and job attitudes; increases the rate of advancement and salary improvements

Highly effective for organizations: productivity, quality, customer service, reduced customer complaints, retention, and cost reductions

Coaching

To be most effective, a coach should provide coachees with continuous constructive and developmental feedback, and act as a behavioural model for good performance to demonstrate to employees the behaviour that they should exhibit

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Has become very popular in many organizations today

Involves the planned use of opportunities in the work environment to improve or enhance employee strengths and potential

Mentoring

A senior member of an organization takes a personal interest in the career of a junior employee

Provides career support and psychosocial support

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Once, mentoring was informal; however, organizations have come to recognize the value of formal mentoring programs

The focus of mentoring is career development of junior employees

Helps advance careers of underrepresented groups; transmits the culture and values to newer managers; and passes on the accumulated wisdom of seasoned leaders

Involves exposure to senior management activities that are valuable and beneficial for one’s growth and development

Mentoring

Career support:

Coaching

Sponsorship

Exposure

Visibility

Protection

Challenging assignments

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Once, mentoring was informal; however, organizations have come to recognize the value of formal mentoring programs

The focus of mentoring is career development of junior employees

Helps advance careers of underrepresented groups; transmits the culture and values to newer managers; and passes on the accumulated wisdom of seasoned leaders

Involves exposure to senior management activities that are valuable and beneficial for one’s growth and development

Mentoring

Psychosocial support:

Listens

Counsels

Accepts and provides feedback

A role model for success

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Once, mentoring was informal; however, organizations have come to recognize the value of formal mentoring programs

The focus of mentoring is career development of junior employees

Helps advance careers of underrepresented groups; transmits the culture and values to newer managers; and passes on the accumulated wisdom of seasoned leaders

Involves exposure to senior management activities that are valuable and beneficial for one’s growth and development

E-Mentoring

E-mentoring occurs when mentors and protégés communicate using online technology such as social networks, and video- and teleconferencing

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Great advantage of allowing mentors to connect with mentees anywhere in the world

Developing a Formal Mentoring Program

To be effective, mentoring programs should select mentors carefully; match mentors and mentees effectively; provide training to mentors and mentees; and structure the mentoring relationship carefully

In addition, mentoring programs must receive continued support from management

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Refer to The Trainer’s Notebook 6.2 on page 196

Off-the-Job Methods

Advantages:

Use a variety of training methods and can tailor a program to needs and preferences of trainees

Trainer can control the training environment

A large number of trainees can be trained at one time

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Off-the-Job Methods

Disadvantages:

Can be much more costly than on-the-job

Takes place in an environment that is different from work environment; difficult applying training back on the job

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On-the-Job Methods

Advantages:

More cost-effective

Greater likelihood of application on the job

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On-the-Job Methods

Disadvantages:

Work environment is full of distractions

Potential for damage to expensive equipment

Disruption of service or slowdown in production

Safety can be compromised

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Combining Methods

Effective training programs often combine off-the-job and on-the job training methods

Mixing and combining methods to suit needs and objectives is most important

Blended approaches to training are often the best approach

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Summary

Examined common methods of on-the-job training

Explained how on-the-job training is often neither efficient nor effective and that it must be carefully planned and structured to be effective

Discussed how to use job instruction training

Reviewed performance aids and job rotation techniques

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Summary

Examined apprenticeship programs as the primary method for skilled trades training

Discussed coaching and mentoring as popular methods

Analyzed advantages/disadvantages of on-the-job and off-the-job training methods

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Key Terms

Apprenticeships

Career support

Coaching

Cross training

E-mentoring

Job instruction training

Job rotation

Mentoring

On-the-job training

Performance aid

Psychosocial support

Stretch assignments

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