Off-the-Job Training Methods Summary
|Lecture||Discussion||Audio-Visual||Case Study||Case Incident|
|Overview||Trainer organizes content & presents orally; little listener involvement.||The leader facilitates the analysis of a problem or case.||Refer to various forms of media (i.e., video, slides)||Students discuss, analyze, and solve problems based on real situations. |
|The method in which one part of an organization’s problem is presented for analysis|
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|Behavioral Modeling||Role-Play||Games||Simulations||Action Learning|
|Overview||The model demonstrates key behaviors, trainees observe and attempt to replicate.||Trainees practice newly learned skills in a safe environment.|| ||Use of operating models of physical/social events designed to represent reality||Accept the challenge of studying and solving real problems, accept responsibility for solutions.|
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On-the-Job Training Methods Summary
|Job Instruction||Performance Aids||Job Rotation||Apprenticeship||Mentoring||Coaching|
|Overview||Formalized, structured, and systematic approach to OJT. |
|A device that helps an employee perform his/her job || ||Training for skilled trades that combines OJT and classroom instruction ||The method in which a senior member of an organization takes a personal interest in the career of a junior member||The method in which a seasoned employee works closely with another employee to develop insight, motivate, build skills, and provide support through feedback and reinforcement|
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Using the Instructional Systems Design (ISD) Model as a systems approach, it is possible to suggest that managers should employ relevant strategies and training methods to successfully implement them in the learning curriculum. The implementation phase of the ISD Model refers to the fact that learners are trained and evaluated according to the planned criteria (Van Merriënboer & Kirschner, 2017).
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In the case of the given company, it seems essential to point out that managers may combine off-the-job and on-the-job training. In particular, in terms of the former, it is important to introduce discussion and audio-visual facilities to help employees realize their ideas and discuss assumptions collectively. Considering such advantages of the mentioned methods as the opportunity to use online platforms for discussion as well as the ability to present behaviors, the value of the off-the-job training method becomes evident.
More to the point, the use of games is likely to promote creative thinking and interpersonal communication between employees, thus contributing to their collaborative efforts and greater productivity. Even though games may distract trainees from the key goal, they help employees to resolve issues and anticipate potential risks.
As for the on-the-job training methods, performance aids and mentoring seem to be the most suitable for the company. In particular, serving as a visual reinforcement, performance aids assist trainees in their learning and practicing (Jacobs & Jaseem Bu-Rahmah, 2012). When it is difficult to perform a certain task, it may be helpful to reconsider some steps and come up with proper solutions.
Mentoring may be used as one of the methods of staff training when a more experienced employee shares his or her knowledge and skills with an inexperienced newcomer for a certain time. Mentoring is necessary in order to support and encourage the training of an employee and transfer the knowledge accumulated in the organization and the standards of conduct adopted by the company. The advantage of mentoring is the possibility of learning directly at the workplace since it combines the aspects of coaching and teaching activities. Feedback is also important here, but a good theoretical basis should be considered as well.
The identified methods were selected as they are likely to ensure the sustainable development of the company by means of effective training of employees. Namely, high quality, teamwork, feedback, visualization, and interpersonal communication compose the company’s success. It should also be noted that it may be suggested to assign a higher priority to the on-the-job training, since every learner has a unique style of working and communicating, especially during training.
Therefore, it is important to initiate face-to-face learning, when all the questions may be asked and answered directly. At the same time, it is critical to apply an individual approach to every trainee and ensure that he or she understands learning purposes, goals, and procedures. For example, at the stage of providing job instructions, the role of the manager is to identify the learning preferences of employees and equip them with relevant learning methods and tools.
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The variety of learning styles is an integral part of any team that should be considered as the opportunity to connect different people and help them to enjoy their job. To sum it up, the company should imply both off-the-job and on-the-job training methods, including performance aids, audio-visual facilities, mentoring, job instructions, and games. The combination of the mentioned methods is likely to benefit the company and its employees by increasing productivity and overall job satisfaction.
Jacobs, R. L., & Jaseem Bu-Rahmah, M. (2012). Developing employee expertise through structured on-the-job training (S-OJT): An introduction to this training approach and the KNPC experience. Industrial and Commercial Training, 44(2), 75-84.
Van Merriënboer, J. J., & Kirschner, P. A. (2017). Ten steps to complex learning: A systematic approach to four-component instructional design (3rd ed.). New York, NY: Routledge.