Some cite the 70:20:10 as a model to align on and off the job training activity to.When Vine was shut down two years ago it left a massive hole in our hearts. What is widely recognised is that on-the-job training, when done well, provides both the task and the context, and the learning achieved is often more powerful than other approaches.ĭone well on-the-job training and the resulting learning is a great strategy – done badly (or in a lazy way) and the learning is not what you want (or expect) and that in itself can cause costly rework, delays and demotivate people! Or you do not plan the training, the learning happens organically and you have no idea how much it really cost you! Quality improvements so you either train properly and manage the cost. Equally some think it is cheaper, but when you factor in the cost of a manager coaching (or training) one-on-one, the reduction in productivity of the individual and manager, the hidden costs can be greater than some off-the-job solutions. Training on-the-job can take longer due to “ business as usual” or other work place disturbances, telephone, email, noise, distractions from other people. It is often assumed that training on-the-job is quicker (and cheaper) than training off-the-job. It is training that takes place in the workplace, but training none the less. On-the-job learning is not a short cut, or a cost cutting method, but a different vehicle for developing and growing people and their skills. They assume that on-the-job learning is doing a new task without support or often detailed guidance, almost as though they expect people to learn through osmosis! This is where many managers make mistakes. It is the place and time that the training or learning activity occurs, not the learning process.
This is where learning a new skill or process happens within the normal work environment. If we want our people to learn specific things, then relying on “trial and error” is not an effective method for either party. Learning is something that individuals achieve as the result of an experience, not something we do TO people. Is a powerful, but basic training technique that many of us forget to do. Now off you go (when I have seen you be successful, and you agree you are ok, I leave you to it, but come back if you are not sure).You do it with me (let me see what you got & if I need to repeat the first 2 steps).If the task is a skill or activity based one, the old skills training approach of: Often managers believe they have given guidance, but fail to follow a basic coaching or training process which can make all the difference and accelerate the learning process.
We do learn from experiences, but is the “learning” that the individual gets and interprets what the manager or leader wants?ĭoing a new task or activity without direct support, training or guidance can be painful for the “learner” and frustrating for the leader or manager. On-the- job training (OJT) is a form of training taking place in a normal working situation Source Experience is not the same as learning Experience is not the same as learning Learning on-the-job definition
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