on-the-job training

(noun)

Training that takes place in regular working situations using actual tools and equipment that trainees will use when fully trained.

Related Terms

Examples of on-the-job training in the following topics:

  • Training

    • On-the-job training takes place in a normal working situation, using the actual tools, equipment, documents or materials that trainees will use once they are fully trained.
    • On-the-job training has a general reputation as being most effective for vocational work.
    • Off-the-job training takes place away from normal work situations—implying that the employee does not count as a directly productive worker while such training takes place.
    • Off-the-job training has the advantage in that it allows people to get away from work and concentrate more thoroughly on the training itself.
    • A more recent development in job training is the On the Job Training Plan or OJT Plan.

  • Employee training

    • Additionally, the trained employee becomes more marketable in the event that he or she searches for another job—more and better skills will often lead to better or higher paying jobs (Kulik, 2004).
    • However, how does one decide on a training system?
    • Organizational needs deal mostly with the skills the company is looking for, the labor force, etc. whereas the job needs focus on the skills that the company views as necessary for a specific position.
    • On-the-job: a training method that relies on the employee to recognize the skills and knowledge he or she will need as they perform their work, and then develop those skills on his or her own.
    • Once on site, training takes the shape of training at any other branch of the company (see "Training methods" section).

  • Cross-Training and Job Sharing

    • Cross training involves workers being trained in tangent job functions, while job sharing involves two people working together on the same job.
    • Mary works on Monday and Tuesday, and Susan occupies the same position on Thursday and Friday.
    • This is when they update each other on the current status of the projects on which they collaborate.
    • Increases the employability of staff who have the opportunity to train in areas outside of their original responsibilities
    • Job sharing should not be confused with the more pejorative term featherbedding, which describes the deliberate retention of excess workers on a payroll.

  • Portfolios for Job Searches

    • A while back I got the urge to reflect on my employment history.
    • Research suggests that, even when they are conducted with rigor and care by people thoroughly trained and prepared for the task, interviews frequently fail to predict the later work performance of people they select.
    • Here are reasons why candidates should bring portfolios to job interviews, according to one recent article by Betty Aderman and JuWon Choi:
    • They promote conversation between the applicant and the interviewer and permit that conversation to focus on specific, relevant achievements by the applicant.
    • Several years ago, administrators in a Job Training Partnership Act (JTPA) program in New York City asked employers what they expected of job portfolios.

  • Internal equity

    • Imagine that you have seen a job posted on the Internet.
    • Another question to be asked is, "Does one contribute to solutions for customers more than another?"
    • Skill refers to the experience, training, education, and ability required by the job.
    • Job evaluation is a process that takes the information gathered by the job analysis and places a value on the job.
    • Job evaluation is the process of systematically determining the relative worth of jobs based on a judgment of each job's value to the organization.

  • Alternative Philosophies

    • A typical approach might be to replace assembly lines with modular work; instead of an employee repeating the same step on each product, they perform several tasks on a single item.
    • This, in turn, can lead to similar levels of demotivation and job dissatisfaction at the expense of increased training levels and costs.
    • These positions may not fit the profile for rotation opportunities because of the costs involved to train the workers.
    • Finally, the utilization of job rotation may have the effect of reducing a workforce because of the cross-training involved.
    • Replacing assembly lines with modular work is one example of job enlargement.

  • Brief history of traditional approaches to job design

    • This theory highlights the importance of rewards systems and monitoring when and how employees are rewarded.
    • Goal setting theory as described by Edwin Locke mainly focuses on the motivational properties of task goals (Schermerhorn, Job Design Alternatives, 2006).
    • One of the problems with goal setting theory in job design is that individuals are more strongly motivated by establishing or setting their own personal goals.
    • If organizations set these goals for their employees the effectiveness of this technique is diminished.
    • If a company wants to implement goal setting theory with regards to job design than a reasonable job criteria and description must be established.

  • Pay

    • Imagine that see a job posted on the internet.
    • Imagine that see a job posted on the internet.
    • skill (the experience, training, education, and ability required by the job);
    • A job evaluation is a process that takes the information gathered by the job analysis and places a value on the job.
    • It is the process of systematically determining the relative worth of jobs based on a judgment of each job's value to the organization.

  • Scheduling Work

    • Meaningful jobs must also exemplify the company's goals and culture.
    • Edwin Locke's Goal Setting Theory mainly focuses on the motivational properties of task goals (Schermerhorn).
    • Technology and the flattening of the global economy have contributed greatly to the changes we now see in jobs and job content across the world.
    • By framing the job in these contexts, the job design process is more likely to align potential employees with the purpose of the company.
    • Audit the success of the job design and begin with step one periodically as well as when problems have been identified.

  • Finding Good Candidates

    • There are some companies, such as Southwest Airlines, based out of the United States, who hire primarily based on attitude because they espouse the philosophy that you hire for attitude, train for skill.
    • According to former CEO Herb Kelleher, "We can change skill levels through training.
    • The proper start to a recruitment effort is to perform a job analysis, to document the actual or intended requirement of the job to be performed.
    • There are some companies, such as Southwest Airlines, who hire primarily based on attitude because they espouse the philosophy that one must "hire for attitude and train for skill. " According to former CEO Herb Kelleher, "We can change skill levels through training.
    • Starting a recruitment with an accurate job analysis and job description ensures the recruitment process effort starts off on a proper track for success.