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Section 7.2: Different Methods of On-the-job Training

Manmeet Brar; Sonia Bolina; and Shazia Kazani

The following sections will discuss the different methods of on-the-job training and how they can be applied in the workplace. They include helpful hints and multiple-choice and reflective questions that will assist you with learning the material in this chapter.

Peer Teaching

Peer teaching occurs when students or colleagues teach one another. Peer teaching is a method in which one person educates another person on any material the first person has mastered, but the second person is new to. This learning method is beneficial as it promotes active learning. It allows those teaching to reinforce their own learning, and it promotes greater comfort while peer teachers and students interact with each other (Briggs, 2017).

Leveraging Technology

With the rapid advancements in technology, many organizations leverage technology to support job training. Implementing these programs helps cut costs, provides mobile learning opportunities, and reduces the carbon footprint. Some examples of how organizations have been leveraging technology in the workplace in terms of on-the-job training are web-conferencing (Skype, Zoom, Big Blue Button), using social networks, learning modules, blogs, vlogs, podcasts, media-sharing, and mobile learning (U.S. Office of Personnel Management, 2020).

Stewardship

Stewardship involves promoting the well-being of employees at a given organization. It requires the careful and responsible management of something entrusted to one’s care. There are four principles of providing stewardship.

  • The principle of ownership
  • The principle of responsibility
  • The principle of accountability
  • The principle of reward (Eldon’s Porch, 2016).

Four Principles of Workplace Stewardship

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Coaching involves the development of one-on-one relationships between employees and managers. This training method provides guidance and feedback on how the coachee is performing their given task. The manager provides support and offers suggestions for improvement. Coaching helps instill the skills needed by giving employees the opportunity to apply them at work. This process is valuable because it is tailored to each individual’s needs, and it helps establish a strong workplace culture and an environment of trust and continuous improvement.

Job Rotation

Job rotation involves the movement of trainees from one job to another. This is very important, as it allows the trainees to gain knowledge and experience in each job assignment. This gives them an opportunity to understand the challenges of other jobs and gain a sense of respect for their coworkers. This encourages professional development and gives employees a break from always doing the same job.

Apprenticeship Training

Apprenticeship training is a more formalized method of training. It combines education learned in the classroom with supervised on-the-job work. Most apprenticeship programs take up to 3-4 years until they are considered complete in that trade or profession. People who work in crafts, trades and technical areas are the ones who are most likely to have to complete an apprenticeship program. This is important not only for the employee but for the organization as well because it builds a skilled workforce, improves job satisfaction and allows organizations to save money as they do not have to spend as much on training their employees.

Committee Assignments

Committee assignments are when a group of trainees are asked to solve an organizational problem. The trainees work together and offer solutions to the problem. This is important, as it helps the trainees develop the teamwork skills needed to achieve a common organizational goal.

Special Project Assignments

Trainees are assigned a project related to their jobs. This could involve one or multiple trainees working together on a project that relates to their functional area. They analyze the problem and submit recommendations based on their analysis and what they have experienced. Special project assignments help in identifying organizational problems from a different perspective. When trainees work together, they obtain knowledge and learn how to work with others who have a viewpoint different from their own (Naorem, 2019).

Example: Someone may be interested in event planning, and so they are given the opportunity to work as part of a special events team. This is work they may not otherwise do but are interested in.

Mentoring is similar to coaching in that they both support growth establish confidence in relationships and provide constant guidance to the trainees. Coaching is a short-term process, whereas mentoring is a long-term process based on mutual trust and respect (Published: Feb 19, 2016).

A mentor is usually someone other than a supervisor or manager, who has but a high level of knowledge or expertise. They invest their time, and effort in the person over a period of time. Based on mutual consent, the mentor and mentee focus on career or professional development. The mentor and mentee relationship can be established through the organization if they are paired up, and it can could continue for nine months to a year depending on the type of mentorship (Naorem, 2019).

The mentor helps the organization by supporting their trainee to ensure they are working to the expected standards. Organizational values and processes are taught to the trainee through the mentor as developing the trainee is their objective (Naorem, 2019).

The trainee and mentee have constant access to support, friendship, information, learning, and coaching (Naorem, 2019).

Selective Readings

Selective readings are geared towards executives who are provided with reading tools to further develop their understanding and boost their knowledge in their functional area. The reading tools can vary from books, to journals, or articles (Naorem, 2019).

eLearning is a cost-effective method organizations can implement that does not require the presence of an instructor. Employees can be trained remotely, and access to trainers can be made readily available through social networks and eLearning platforms. Techniques for delivering content can include audio and video recordings, presentations, quizzes, surveys, games, discussion groups and much more.

Trainees have the advantage of logging into the eLearning courses at their convenience, and they are not required to be at a specific physical location. Courses can provide the trainee with hands-on training, as they go through various scenarios on how to conduct a transaction as if they were in real time (Dutta, 2021).

Example: A bank teller can take an online course on how to complete a deposit transaction for a customer. They will be given the details as if there was someone in front of them, and they will go through the steps as they would in real time.

Organizations can develop customized courses to equip their employees with the skills necessary for their position. Ongoing training through e-Learning channels allows employees to stay current with the knowledge and skills they require throughout their duration of employment.

People Learning and Development Copyright © by Manmeet Brar; Sonia Bolina; and Shazia Kazani is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License , except where otherwise noted.

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  • Methods of Training

Every organization wants its employees to work with complete efficiency. But is it so easy? No, is the right answer. It is because of the fact that the changes in the environment are taking so rapidly that working with the same set of skills is almost impossible.

It creates the concept of enhancing the skills and expertise of the workers. In other words, the changing environment creates the demand for changing and developing skills in the workers or training them.

In this article, we will look at the various Training Methods under 2 major heads viz, On the Job Training and Off the Job Training.

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1. on-the-job training methods, (a) job rotation.

There are various jobs in all organizations. Each job or work requires a different set of skills in the workforce. In order to develop the workforce in all the sectors and zones of the organization, this method is used.

In this method, a worker gets an opportunity to work on different posts with a different set of responsibilities without any increase in the pay scale. Hence, it is also known as ‘lateral movements’.

Training Methods

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(b) Job Instructions

There are various steps to accomplish a  particular task. In this method of training, a worker is guided by a supervisor or a trainer who tells him/her about the exact steps for the accomplishment of the work. Moreover, new works are being taught to the workers by the supervisor.

Learn more about Training and Development here in detail

(c) Coaching

There is a need for both theoretical as well as practical development of the worker in any organization. In order to do so, most of the organizations opt for this method of training.

In this method, the company provides the worker with a coach who trains him. Also, the trainer provides him regular feedbacks.

(d) Committee assignments

Under this method of training, the organization organizes a meeting or seminar of workers where they get a real life problem of the organization.

The organization asks them to take it as an assignment and try to solve it with their wits. Hence, it leads to the generation of teamwork, leadership qualities, etc. among all the workers in the organization.

2. Off-the-Job Training Methods

(a) vestibule training method.

Vestibule Training Method is a very famous means of training the employees especially the manual workers. If the company starts to train the workers in the factory or the workplace itself then there are chances of mishappening with the machinery of the factory.

In this method, similar tools and machinery are arranged outside the organization. Hence, this allows the workers to enhance their skills by working with the same tools and machinery.

(b) Case Study Method

Generally, case study deals with an issue which a business confronts and provides an opportunity for workers to come out with a solution.

This provides them the opportunity to analyze the case and come out with effective solutions. This method can enhance the critical and creative thinking of an employee.

(c) Incident Method

Under this method, firstly the organization prepares a list of series of real incidents. Then they ask the employees to state their reaction to the incident or the situation.

Later, everyone sits and decide a common solution to the incident on the basis of the individual as well as group decisions.

(d) Conferences

Whenever several people meet to discuss any particular topic or subject, that is known as a ‘Conference’. Each worker analyzes and discusses various problems related to the topic. Moreover, this method enables each worker to express their respective viewpoints.

Solved Question on Training Methods

Question: Explain the Off-the-Job Training method of ‘Simulation’.

Answer: Simulation is an Off-the-Job training method in which the organization provides an imaginary situation to the workers. They have to act on those situations which will show their respective viewpoints on various sets of situation. For Example, the role of a Sales Manager solving the sales issues or creating a new sales strategy etc.

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On-the-job training methods (Workplace training) - How it give companies a competitive edge?

On the Job Training Methods (OJT):

When an employee learns the job in actual working site in real life situation, and not simulated environment, it is called On-the-job training and also called as Workplace training . Employee learns while working. Take the instance of roadside mechanics. Small boys working there as helpers learn while helping the head mechanic. They do not learn the defect analysis and engine repairing skills in any classroom on engine models.

This type of training, also known as job instruction training, is the most commonly used method. Under this method, the individual is placed on a regular job and taught the skills necessary to perform that job. The trainee learns under the supervision and guidance of a qualified worker or instructor. On-the-job training has the advantage of giving firsthand knowledge and experience under actual working conditions. While the trainee learns how to perform a job, he is also a regular worker rendering the services for which he is paid. The problem of transfer of trainee is also minimised as the person learns on-the-job. The emphasis is placed on rendering services in the most effective manner rather than learning how to perform the job. On-the-job training methods include job rotation, coaching, job instruction or training through step-by-step and committee assignments.

On-the-job training boosts employee morale: Survey

Over 40% employers voted on-the-job training for increased productivity and 35% for enhanced employee morale in the organization in a survey concerning training and development, conducted by TJinsite, research and knowledge arm of TimesJobs.com. A considerable share of the surveyed employers also claimed to reduce attrition by using training and development methodology. 

Employees too appreciate learning and training at the workplace since it enables them to develop knowledge and skills without leaving the work. In the TJinsite survey, on-the-job training by seniors has been voted as the most preferred method of training by 71% employees. Other training methods come at distant second; with workshop and seminars preferred by 15% of surveyed employees, followed by external trainers (11%) and least preferred manual & journals (3%). 

Mostly on-the-job training for new employees is followed by induction programme which is meant for making new employees aware of organisation's culture, policies, procedures and for interaction of new employees with each other. In India at NTPC (National Thermal Power Corporation), is offering employee induction programme for its new employees and later sent to on-the-job training. Boston Consulting Group's (BCG) India office, is also giving on-the-job training with live Case study for 1 - 3 months for its new employees.

Training & Development

Training and development

Employee Training Introduction

Need and benefit of Training

Advantages Of Training Program

Training Process

On-the-job Methods

Off-the-job Methods

Sensitivity Training  

Management Development

On the Job Methods [MD]

Off the Job Methods [MD]

Executive Development

How on-the-job training and development programmes give companies a competitive edge?

Often, the skills acquired in an educational institute differ from those required for the job. This means educational institutions should look beyond academics and offer students real-time experiences, where they are able to gain first-hand exposure of working in the real world. To some extent, such programmes can help students get a taste of the actual professional world and help them establish critical networking connections. However, it is workplace training that can enable employees to acquire new and specific skills for a certain role, increase their contribution to the business and build their self-esteem.

The skill sets required for jobs are ever-changing and it is the responsibility of companies to plug the skill gap between education and employment. Offering the right training to employees will help in strengthening their skills, enhancing their capabilities and acquiring new knowledge. The companies that invest time and money in developing and expanding the knowledge of their employees bring in more productivity and are able to position themselves better in the larger business landscape.

Here’s a look at how on-the-job training can prove to be a worthwhile investment for companies and equip employees with the right set of skills:

Helps tackle shortcomings:

While one employee maybe good at calculations and market segmentation, another may prove her excellence in ideation and churning out new strategies. Every individual will have some shortcomings and it is timely training and development programmes that can upskill employees to perform different tasks with the minimum required skill. Workplace training plays a pivotal role in bridging the skill gap and keeping employees on the cutting edge of industry developments

Increases productivity:

In a rapidly-evolving job landscape, employees need to be trained and taught about new technologies and their applications. With training and development, employees can stay up-to-date, use new technologies and give up on the old ways of performing a task. They can finish a task faster and show improved results with the right training It will also give them confidence and enable them to adopt new and better ways to achieve their goals and objectives

Boosts employees' morale:

Lack of guidance often kills the morale of employees. Training and development programmes not only improve the skills of employees but also boost their morale, thereby making them happy and leading to longer tenures. Apart from breaking the monotony in the workplace, training programmes offer employees a learning platform where they are able to master new skills and become more marketable.

Encourages creativity:

With training and upskilling: employees are able to think outside the box and widen their thinking capabilities, hone their communication skills and develop new skills that can improve a company’s competitive edge. Such programmes are the best ways to promote innovation and improve employee involvement.

Enhances company reputation and profile:

Offering the right training and development programme makes the company stand out in the recruitment sphere. Employees are likely to feel valued if they are being invested in, and they work harder to exceed expectations. However, the company should adopt stronger and successful training strategies that help them build their brand name and enable them to emerge as a sought-after firm among employees.

On-The-Job Training Methods

(a) Job Rotation:

This type of training involves the movement of the trainee from one job to another. The trainee receives job knowledge and gains experience from his supervisor or trainer in each of the different job assignments. Though this method of training is common in training managers for general management positions, trainees can also be rotated from job to job in workshop jobs. This method gives an opportunity to the trainee to understand the problems of employees on other jobs and respect them.

Job rotation method has been using in the Indian banking sector mainly by State bank group for the probationary officers for the period of approximately 2 years to finally post them as assistant bank manager. Under this method of training candidates are placed in each and every job starts from clerical job, assistant, cashier and managerial job for the purpose of knowing importance in nature of every job before handling Asst bank manager position.

Advantages of job rotation of an employee are eliminate boredom of an employee, encourage development, give employees a break from strenuous job duties, helps HR manager identify where employee work best and gives HR manager a backup plan if an employee leaves.

Disadvantages of job rotation of an employee are could be costly and time-consuming for organisation, could end up with disgruntled employees, it won't fix all your problems in the business, job rotation of an employee might not be feasible for some industries and finally your business could suffer.

(b) Coaching:

The trainee is placed under a particular supervisor who functions as a coach in training the individual. The supervisor provides feedback to the trainee on his performance and offers him some suggestions for improvement. Often the trainee shares some of the duties and responsibilities of the coach and relieves him of his burden. A limitation of this method of training is that the trainee may not have the freedom or opportunity to express his own ideas.

”Experience is simply the name we give our mistakes." - Oscar Wilde.

(c) Job Instruction:

This method is also known as training through step by step. Under this method, trainer explains the trainee the way of doing the jobs, job knowledge and skills and allows him to do the job. The trainer appraises the performance of the trainee, provides feedback information and corrects the trainee.

(d) Committee Assignments:

Under the committee assignment, group of trainees are given and asked to solve an actual organisational problem. The trainees solve the problem jointly. It develops team work.

(e) Apprenticeship:  

Apprenticeship is a formalized method of training curriculum program that combines classroom education with on-the-job work under close supervision. The training curriculum is planned in advance and conducted in careful steps from day to day. Most trade apprenticeship programs have a duration of three to four years before an apprentice is considered completely accomplished in that trade or profession. This method is appropriate for training in crafts, trades and technical areas, especially when proficiency in a job is the result of a relatively long training or apprenticeship period, e.g., job of a craftsman, a machinist, a printer, a tool maker, a pattern designer, a mechanic, etc.

Internship is one of the on-the-job training methods. Individuals entering industry in skilled trades like machinist, electrician and laboratory technician are provided with thorough instruction though theoretical and practical aspects. For example, TISCO, TELCO and BHEL select the candidates from polytechnics, engineering colleges and management institutions and provide apprenticeship training. Apprenticeship training programmes are jointly sponsored by colleges, universities and industrial organisations to provide the opportunity to the students to gain real-life experience as well as employment. Exhibit presents the benefits of apprenticeship training.

Most of the Universities and Colleges encourage students for internship as part of the curriculum as it is beneficial to all concerned.

Advantages of On-the-Job Training:

It is directly in the context of job

It is often informal

It is most effective because it is learning by experience

It is least expensive

Trainees are highly motivated

It is free from artificial classroom situations

Disadvantages of On-the-Job Training:

Trainer may not be experienced enough to train or he may not be so inclined.

It is not systematically organized

Poorly conducted programs may create safety hazards.

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Chief Learning Officer is a multimedia publication focused on the importance, benefits and advancements of a properly trained workforce.

Committee work as intentional professional development and learning

committee assignment training method

Committee work as a vehicle to deliver and achieve professional development can be transformative for individual employees, the CLO and the organization.

by Paul Nardone , Christina Sax

April 22, 2021.

Committees, working groups, teams, task forces — these are all staples of organizational planning and productivity to tackle everything from daily operations, to implementing new initiatives, to long-term strategy.

We often tell others, and ourselves, that service in these groups can be a professional development and learning opportunity. But what does this mean? Are we kidding ourselves hoping that learning and development will happen? As a matter of fact, there is real opportunity for tangible professional development through committee work, but how do we ensure it really occurs? It takes intentionality and commitment.

The organization, committee and individuals must intentionally broaden the organizational scope and mindset to build professional development into their purpose. All three must be committed to this approach and sustain the inclusion of professional development in committee work over long periods of time, allowing, perhaps, for a slower group-work progress than would otherwise be the case.

The framework for meaningful professional development through committee work requires four key design components: First, the goals and activities of the committee must be intentionally structured to include professional development opportunities for its members. Second, the group leader’s mindset and role should support opportunities interwoven throughout the group’s primary work functions. Third, individual group members’ mindset and strategies must be attuned to be able to capitalize on learning opportunities. Fourth, the chief learning officer must act as a champion for a new and nontraditional purpose of committees — one that permeates and champions an organization’s culture and success.

When we think about professional development, we naturally jump to formal and structured activities — training, workshops, webinars, courses, conferences and the like. These are our bread-and-butter ways to engage in professional development and, for CLOs, to provide professional development to their audiences. But in thinking about committee work as a professional development activity, it is worth taking a moment to consider what else constitutes a professional development experience in the context of its overarching purpose and goal.

There are several ways to describe and define professional development and growth. For the purposes of this article, at its core, professional development is the learning of a discrete set of new knowledge, skills, techniques, perspectives or behaviors. When these are synthesized and integrated with what one already knows and applied in new contexts, professional growth occurs. Development affords employees the ability to move forward incrementally, while growth can lead to expansive shifts, both individually and for the organization. With this mindset, professional development is freed from the bounds of formal structured activities and can be achieved and brought to life in new, nontraditional and organic ways. Among these are activities that employees are already engaged in every day as part of their jobs and through which both work and professional development can be achieved.

Despite their potential for significant individual professional development and resulting positive organizational impact, committee assignments and work are often saddled with negative perceptions, born out of past experiences, before they even get off the ground. While the underlying reasons vary, a common perception is that committee work is inefficient, unproductive or a waste of time. Some find committee work uninteresting, irrelevant and of little use to them personally or professionally.

These perceptions and mindsets are significant barriers to actualizing professional development through committee work and cannot be ignored. They block openness to the possibilities and engagement in the personal opportunities that committee work provides. Perceptions and experiences can be transformed positively through three re-framings.

As a committee member, approach the committee — and its accompanying assignments and work — through the lens of learning.

Instead of thinking about the tasks, think about what you can learn by being part of the group. Instead of perceiving the committees as more work, think about them as an opportunity for growth.

There are some simple ways to build this mindset.

First, individuals should be encouraged to reflect on a set of sequenced exploratory questions designed to identify the unique and personalized learning and growth that can occur through their committee assignment:

  • What is the overarching purpose and goal of the group?
  • What topic areas will the group consider?
  • How can these apply to my current or aspirational roles?
  • What don’t I know about these areas?
  • What do I need or want to learn about these areas?
  • Years from now, what do I want to be able to describe as a significant impact of the committee on my growth?

Second, individuals should take knowledge and skills self-assessments. What are the things they already do well, and what are the areas in which development is needed? Sometimes this is knowledge about other areas of the organization, or sometimes it’s concrete skills such as data analysis, report writing or giving presentations. Identifying the intersections of the committee’s work with individual development needs and strengths can lead to powerful synergies for the individual and the committee. For development needs, individuals can intentionally step forward into those as part of the committee’s work. That might include some self-study to engage in the group’s work, serving on a subgroup focused on the particular area of need or volunteering to fill a gap for the committee even though one doesn’t yet have that expertise.

Third — generally and not necessarily in relation to the committee’s work — individuals can identify the areas in which they can grow that transcend their current role. It might be soft skills, such as teamwork, collaboration, listening, patience, leadership or followership. Reflecting on past experiences can also lead to opportunities for growth. For example, what have been common professional pain points in one’s role or career? These answers and individual commitment can lead one to seek out such opportunities for refining their skills and break through ongoing personal professional challenges.

As a committee chair, approach the committee through the lens of a coach.

The committee chair plays a key role in making committee service double as a professional development experience for its members. The chair creates an environment that welcomes learning, weaves development opportunities into the standard work of the group, and balances and sustains both group productivity and individual growth of group members. There are some simple strategies chairs can use to achieve these outcomes and successfully juggle this extra work for themselves and what could become competing three priorities.

First, in developing the formal charge for the committee, state individual professional development as a goal. This simple act, rather than an off-hand comment that being on the committee can be a professional development experience, communicates intentionality and commitment.

Second, adopt committee practices that open pathways to opportunity. Encourage more junior members of the organization to fill gaps and take the lead on some key tasks, and back them up with support, flexibility and patience with their progress. More senior members of the group can also be tapped for this mentoring mindset. Mid- and junior-level employees could be selected to serve as subcommittee chairs, follow new project ideas as they arise or provide report-outs to senior management on behalf of the committee. Senior level employees can take on a supporting role, rather than the other way around.

Third, embed professional development opportunities within the committee’s primary work purpose while not impeding the work of the committee. To achieve this, the activities must be aligned, simple, accessible and voluntary for committee members. Random, onerous or required add-ons for the committee members can reinforce the negative stereotypes of committee work that serve as a barrier to engagement and development.

Ask committee members what they want to learn through service on the committee, and match tasks and activities that are part of the committee’s standard work to everyone’s individual development list. Select a quick reading assignment — a book or set of articles — that provides a unifying theme for the group and directly relates to both the group’s primary work and individuals’ professional development. For example, overarching topics that hit the mark for all three categories might include positive leadership, innovation culture, creative problem-solving, intercultural communication or data visualization, to name a few.

The chair can select relevant passages of the reading to frame each committee meeting or activity and thus overtly tie it to the work at hand. Be mindful of roadblocks to the group’s progress and its ability to work optimally in knowledge, skills and behaviors.

Fill those gaps by working with the CLO or bringing in others from elsewhere in the organization to help support both individuals’ professional development and the work of the group. Conduct brief polling throughout the committee’s tenure to assess the type and extent of learning to further support a culture of learning.

As the CLO, approach committees through the lens of champion.

The CLO plays a pivotal role in transforming committees into places where professional development can flourish and sets the tone for organizational collaboration with senior leadership. Committees should be actively discussed as professional development activities, included in the list of professional development opportunities offered by the organization and counted as professional development in annual performance reviews and development plans.

The CLO also is key to providing an infrastructure that supports the committee chair and individual committee members. For the committee chair, the CLO provides an orientation to the philosophy of training in professional development skills assessment, design, and facilitation and coaching; consults on strategies to incorporate professional development into the committee’s work; and checks in with the chair regularly to provide support and feedback.

The CLO — and the learning function as a whole — can provide resources and approaches that individual committee members can use to structure, note and document their professional development within the committee environment. Such tools include:

  • Self-assessments and discovery questions to develop a learning mindset when first joining a committee and to assess development and growth at the end of committee service.
  • Career journals and training in how to use them effectively to inventory activities, learning and accomplishments, and to reflect on growth and future directions.
  • Study and discussion groups for individuals from different committees to extend their organic learning into more structured and in-depth professional development.

Committee work as a vehicle to deliver and achieve professional development can be transformative for individual employees, the CLO and the organization. Supporting this work effectively and efficiently requires intentionality and commitment on the part of all.

As a first step in this direction, take a moment to personally consider this nontraditional role of committees. Reflect on your previous committee work. What were the professional development moments available to you? What were the moments of true development, and what were the missed moments when development could have occurred? What would you have done differently now that you have reframed committees in your mind?

Christina Sax

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Top 8 On The Job training Methods

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Placing your bets on internal training and development will always win over paid campaigns and advertisements. In today’s competitive market, a significant proportion of revenue is generated from well-trained and motivated employees.

The growth and development of an entity rely on the employees’ abilities to acquire skills and positive behaviors and retention of knowledge along with other elements.

There’s an infinite pool of potential experts around the world. The only thing hindering them from being discovered is a lack of proper training.

Appropriate training and opportunities will use their new skills and help reshape how we think about inspiring the future workforce.

On the job training goes by the principle of ‘learning by doing,’ implying that the workers learn the job while performing it within the work environment. This type of training environment is beneficial for both the employees as well as the employers.

What is on the job training?

Often called ‘near the job training’ or ‘hands-on training,’ it involves the creation of a simulated work environment, and the emphasis is put on both learning and production.

While practicing this method, employees get accustomed to the skills and knowledge that are required of them. They assist them in how to perform in an actual work environment and conditions that can arise.

The bright side here is that the organizations don’t have to spend any extra penny on classroom setups or a simulated environment for imparting training to the workers.

It’s considered a practical type of training where many employees are instructed and trained for the same job.

When on the job training is in action, a team member (trainee) works alongside a more experienced colleague (trainer), so they can harness new skills and expertise within the official space.

A traditional form of career development that people have been practicing for centuries. Observing someone more experienced and knowledgeable polish their own skills and knowledge. To this day, it’s a method used widely as the results are most effective and efficient and suit every type of workplace.

On-the-Job Training Methods

1) job rotations.

Under the job rotation, employees are frequently juggled between different but associated jobs, with the idea of making them familiar with multiple job backgrounds.

This develops an out-of-the-box environment within the organization and keeps an energetic and unique air around the workforce. Instead of doing the same thing repeatedly, it helps create a rapport with different workers in the organization.

2) Mentoring

Mentoring is the process wherein a senior or more experienced person, i.e., the mentor, is assigned to act as a guide, advisor, counselor, etc., to the one that needs the training, i.e., the mentee.

A senior or a manager gives instructions to their immediate subordinate for them to carry out the needed function.

A one-on-one training method, where the senior guiding a person is viewed as a mentor to the subordinate and guides him in every needed situation.

3) Job Instruction

The trainer fabricates a structured training program in this process. The employee is provided with instructions on how to carry out the functions.

During the initial steps, an overview of the job alongside the expected outcomes is defined for the trainee. Throughout the process, the employees’ capabilities needed for the tasks are tested by the trainer.

Along the way, the employees perform the job as per their acquired skills, and if need be, they can ask for feedback and reviews as well.

4) Committee Assignments

In committee assignments, trainees are required to find solutions for the actual organizational problems. All the trainees have to work together as one to find and offer a solution to the said problem.

This method also generates a sense of team spirit within the employees which eventually takes the whole organization towards its goals.

5) Internship Training  

Internships are a form of on the job training wherein students or freshers are trained professionally to start or enhance their skills and expertise. The theoretical knowledge gained in classrooms is executed practically here.

Both theoretical and practical aspects are provided to the trainees in an internship environment.

6) Job Shadowing

As the term suggests, job shadowing is to become a literal shadow of a person doing the work. The trainee scrutinizes their trainer with clear focus and understands the work to be done by watching them. This helps a fresher in seeing what they are supposed to do.

Even experienced employees can practice the shadowing method as they can learn new techniques, train their soft skills, and view everything work related from a different perspective.

7) Self-instructional training

While rehearsing the self-instructional method, the person learns and enhances their skill through their own guidance with the assistance of a diverse range of resources.

It’s a self-initiated system that trainees must take up independently. The edge that on hands training has over others is that a person learns and enhances their skills at their own pace, and no trainer is interfering.

8) Apprenticeship

In apprentice training, people requiring long-term learning are usually involved, from trainees in technical fields to trade and craft fields, who need quality training to become a professional.

The fields in apprentice training need respectable skills and knowledge. Thus, the long-term training process to polish every aspect.

Apprenticeship is a healthy fuse of on the job and classroom training and is carried out under professional supervision. The time frame can range anywhere from 1 to 4 years, as the learning process continues until the apprentices become experts in their fields.

Benefits of on the job training 

On the job training is still scarce in many industries, but if practiced correctly, it can augment the productivity and effectiveness of any organization.

From cost-effective training to a motivated workforce, these practices favor the entire organization in many more aspects. Entities like Forbes also predicted that the future of workforce is through learning and development.

The prime benefits both employees and employers can reap from near job training are highlighted below to give a brief overview;

  • Accelerated way of training with authentic experience
  • Swift and smooth adaptation to a new job
  • Trainees learn to perform their tasks from the initial stage
  • Retention of quality employees
  • Assists in building a robust team spirit
  • Modest and economical way of learning and enhancing skills
  • Instantaneous elevation in productivity levels
  • Cost-effective and fruitful for the organizations
  • Enhanced progression of knowledge, skills, and expertise.
  • Flexible and dynamic learning, etc.

On the job training takes place in diverse forms – from methodical formats and formal learning curriculums to indistinct and impromptu bursts of training activity.

Discovering an appropriate training mix for organizations and their employees is pivotal. This boosts the employees’ productivity and morale and the overall company’s efficiency.

Entities like Zimyo provide their workforce with the best employee experience by implementing several practices. On the job training is one such activity in their pattern. They ensure a quality environment for their workforce through performance management software and other components.

Both the employers and the employees gain tangible benefits from on the job training. Organizations ensure that employees have practical skills and understanding to carry out their roles precisely and competently.

Besides that, it is also considered a time and cost-effective way of undertaking professional tasks. The training methods can be tailored to address any employee’s individual needs, making them feel motivated and valued.

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9 Techniques To Create The Best Management Training Program

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Rochelle van Rensburg | Mar, 30 2021

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Empowering Your Workforce: 9 Best Management Training Techniques

Managers of people (versus products) are an important part of any company. They connect the managing director with the employees, helping ensure effective internal communication and a productive organization.

Despite this, many companies prioritize revenue growth over management training . And because of this, management training can be pushed down the list of priorities. Many employees promoted to managerial positions earned their positions by excelling in their previous jobs. But this doesn’t necessarily mean they have the tools needed to effectively manage their staff.

Specific management training teaches skills like supervising employees , resolving conflicts, conducting evaluations, and ensuring the company is legally compliant. But while managers realize the importance of training for their own team, they don’t always invest in training for themselves.

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What does management training mean, and how do you determine what you should teach your managers?

Management training is teaching new managers leadership skills if they haven’t been in managerial positions before. Management training isn’t just applicable to new managers . Senior managers also benefit from regular training sessions to develop their skills even further in today’s technology-centric workplace, where changes occur rapidly and often.

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Managers are the glue that holds the organization together. Investing in management training not only educates your managers but also ensures a healthy workplace culture and happy employees.

Training can be presented through online technology, in-house training, or hiring a consultant, but the big question is: What are the best management training techniques?

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1. Coaching

An experienced individual with excellent management skills handles this training technique, which helps the new manager meet specific goals within a certain timeframe. The coach and trainee decide how they want to work together.

The new manager must be open to change and be receptive to feedback . He or she is accountable to the coach, who should motivate the new manager with valuable and positive feedback to help him or her grow and develop management skills.

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2. Mentoring

This technique requires matching a new manager with a senior and experienced manager with excellent management knowledge to share their expertise. For proper mentoring to take place, the mentor should not be a direct supervisor. Mentoring can be relatively inexpensive because inside personnel can be utilized.

The trainee must be willing to learn and comfortable sharing failures and successes. Furthermore, the mentor must take the new manager under their wing and offer instruction and advice when necessary.

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3. Self-directed training

Companies may allow this technique if the candidate is a self-starter. It’s inexpensive, as these candidates are self-motivated and pursue their own training. They make their own decisions about what training and development experiences they need.

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4. Training conducted by outside organizations

Business schools and consulting firms offer this type of training. It can be quite expensive on a per-trainee basis if done in person. Online courses and seminars will help save on hotel and travel costs and are typically less expensive per seat.

Skills are mostly taught through various activities, like role-playing. This can be an effective way to provide training on soft skills like delegation, communication , and motivation .

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9 Techniques To Create The Best Management Training Program

5. Job rotation

Job rotation involves moving employees laterally between jobs in a company. These moves happen between positions on the same level and are not considered promotions. They are also temporary, enabling people to move back to their original position after a specific time.

Management Training Systems, Inc. Special

Job rotation has certain advantages and disadvantages for both the employer and the employee. The advantages of job rotation for the employer are that employees learn additional skills to perform different jobs and are equipped to fill in for each other if necessary. Employee placement is also less of a problem if a critically important employee suddenly leaves the company. When it comes to employees, job rotation reduces boredom and can motivate a person to learn something new.

Unfortunately, job rotation also has disadvantages. This includes inefficiencies in the workplace due to interruptions in workflow. Plus, disgruntled employees who like the job they’re currently in may not want to move to another position.

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6. Management games

Business management games are a training method for both new and experienced managers. It is a creative way to provide managers with the opportunity to develop their skills in a safe environment.

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The training is based on an artificial environment that simulates a real managerial situation in the organization. After being presented with these simulations, management trainees must put their skills to the test and apply an effective plan. Once they decide on their approach, they are provided with the consequences of their decisions.

Management games can take different forms, such as desktop business games, computer games, and team-building games.

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7. Understudy training

Understudy training means the trainee must learn and absorb everything from an experienced manager. The end goal is that the understudy can step into the job and take over if necessary. The understudy must do assignments to practice what the manager does and get the opportunity to observe the manager operating in the job.

The manager and understudy should communicate often and well for this training technique to be successful. Tasks and decision-making should be discussed. Watching and participating is an essential part of the training process.

The advantage of understudy training is that the manager can see how the trainee is progressing. The understudy is in a protected environment, experiencing real-life situations firsthand. The disadvantage of understudy training is the manager must cover all aspects of the role, which can be time-consuming. The understudy cannot just train under any manager. It must be a senior manager with excellent management skills.

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8. Action learning

This technique is a learning style where individuals control their own learning experience. It goes hand-in-hand with self-directed training. Also known as personal learning , action learning is gaining popularity among individuals and companies.

In today’s world, millions of people rely on the internet for information and knowledge. In the workplace, employees look to the Internet to replace formal training curricula. Companies also encourage this learning technique because it is less expensive and is attractive to tech-savvy employees.

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9. Committee assignments

With this method, trainees have to work together in a team to solve an actual organizational problem. This develops team spirit among employees to achieve a common goal.

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Ensuring that your managers are adequately trained is one of the best investments you can make for your company. Creating an effective management training program allows your managers to grow and develop their managerial skills, ensuring that they are an asset to your company.

Coggno has a wide range of online management training courses. You can have a look at our free courses here and our course catalog here .

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Home » Human Resource Management » Different Employee Training and Development Methods

Different Employee Training and Development Methods

Every organization needs well-adjusted, trained and experienced people to perform its activities. As jobs in today’s dynamic organizations have become more complex, the importance of employee education has increased. Employee training is a learning experience , it seeks a relatively permanent change in employees that improves job performance . Training involves changing skills, knowledge, attitudes, or behavior. This may means changing what employee know, how they work, or their attitudes toward their jobs, coworkers, managers, and the organization.

Managers, with HRM assistance , decide when employees need training and what form that training should take.

On-the-Job Training Methods

1. job instructions:.

  • It is received directly on the job, and so it is often called “on-the-job” training (OJT).
  • It is used primarily to teach an employee how to do their current jobs.
  • A trainer, supervisor, or coworker serves as the instructor.

OJT includes several steps:

  • The trainee receives an overview of the job, its purpose, and its desired outcomes, with an emphasis on the relevance of the training.
  • Trainer demonstrates the job to give the employee a model to copy.
  • Employee is allowed to mimic the trainer’s example.
  • Demonstrations by trainer and practice by the trainee are repeated until the job is mastered.
  • Employee performs the job without supervision.

2. Job rotation:

  • Job rotation involves moving employees to various positions in the organization to expand their skills, knowledge and abilities.
  • It can be either horizontal or vertical.
  • Vertical job rotation is promoting a worker into a new position.
  • Horizontal job rotation is short-term lateral transfer.
  • It is excellent method for broadening an individual’s exposure to company operations and for turning a specialist into a generalist.
  • Increase the individual’s experience
  • Allows an employee to absorb new information
  • Reduce boredom
  • Stimulate the development of new ideas.
  • Provide opportunities for a more comprehensive and reliable evaluation of the employee by supervisors.

3. Assistant-To Position:

  • Assistant-to positions allow employees with potential to work under and be coached by successful managers.
  • Working as staff assistants, perform many duties under watchful eye of a supportive coach.
  • Employee experience a wide variety of management activities
  • Groomed for the duties of next higher level position

4. Committee assignments:

  • Committee assignments provide opportunities to an employee for:
  • Decision-making
  • Learning by watching others
  • Becoming more familiar with organizational members and problems

Temporary committee:

  • Act as a task-force to delve into a particular problem, ascertain alternative solutions, and recommend a solution.
  • Temporary assignments can be interesting and rewarding to the employee’s growth.

Permanent committee:

  • Increases the employee’s exposure to other members of the organization
  • Broadens his/her understanding
  • Provide an opportunity to grow and
  • Make recommendations under the scrutiny of other committee members.

5. Apprenticeships and Coaching:

  • Apprenticeships involve learning from a more experiences employee or employees.
  • It may be supplemented with off-the-job classroom training.
  • Assistant-ships and internships are similar to apprenticeships because they use high levels of participation by the trainee and have high transferability to the job.
  • Coach attempts to provide a model for the trainee to copy.
  • It is less formal than an apprenticeship program because there are few formal classroom sessions.
  • Coaching is handled by the supervisor or manager not by HR department.
  • Manager or another professional plays the role of mentor; give both skills and career advice.

B. Off-the-Job Training Methods

1. lecture courses & seminars:.

  • Traditional forms of instructions revolve around formal lecture courses and seminars.
  • Helps the individuals acquire knowledge and develop their conceptual and analytical abilities.
  • Many organizations offer these in-house, through outside vendors, or both.
  • Lecture courses and seminars benefit from today’s technology and are often offered in a distance-learning format.
  • Feedback and participation can be improved when discussion is permitted along with lecture process.
  • Relative economic method

2. Vestibules:

  • Learning tasks on the same equipment that one actually will use on the job but in simulated work environment.
  • Separate areas or vestibules are setup with equipment similar to that used on the job.
  • This arrangement allows transference, repetition, and participation.
  • Not disrupting normal operations

3 . Role Playing and Behavior modeling:

  • Role-playing is a device that forces trainees to assume different identities.
  • For example, a male worker may assume the role of a female supervisor and a female supervisor may assume the role of a male worker. Then both may be given a typical work situation and told to respond, as they would expect the other to do.
  • It is used to diversity training, to change attitudes and also helps to develop the interpersonal skills.
  • Behavior can be learned, modified and altered through this method where individual is either “matching” or “copying” or   “imitating”, through the observation of some other individual.
  • It is an “observational learning” technique.
  • Learning takes place not through experience but through observing the others’ behavior.
  • The re-creation of the behavior may be videotaped so that trainer and the trainee can review and critique it.
  • Trainer and trainee observe the positive and negative consequences; the employee receives vicarious reinforcement that encourages the correct behavior.

4 . Simulation:

  • Simulation refers to any artificial environment that attempts to closely mirror an actual condition.
  • Learning a job by actually performing the work
  • May include case studies/case analysis, experimental exercises/decision games and role-plays and group interactions and are intended to improve decision-making.
  • It is similar to vestibules, except that the simulator more often provides instantaneous feedback on performance.
  • Opportunities to attempt to create an environment similar to real situations manager face, without high costs for poor outcomes.
  • Difficult to duplicate the pressures and realities of actual decision-making on the job,
  • Individuals often act differently in real-life situations than do in simulated exercise.

4.1. Case-study:

  • Take actual experiences of organizations, these cases represent attempts to describe, as accurately as possible, real problems. Trainees study these cases to determine problems, analyze causes, develop alternative solutions, select what they believe to be the best solution, and implement it.
  • If cases are meaningful and similar to work-related situations, it means transference is there.
  • Participation can also increased by discussing these cases.
  • Provide stimulating discussions among participants
  • Excellent opportunities for individuals to defend their analytical and judgmental abilities.
  • Improving decision-making abilities within the constraints of limited information.

4.2. Decision Games/ role-playing:

  • Played on computer program,
  • Player makes decision, and computer determines the outcome in the context of the conditions under which it was programmed.
  • Provide opportunities for individuals to make decisions and to witness the implications of their decisions for other segments of the organization.
  • Role-playing allows participants to act out problems and to deal with real people.

5 . Self-study & Programmed Learning:

  • Carefully planned instructional materials can be used to train and develop employees.
  • It is computer programs or printed booklets that contain a series of questions and answers.
  • After reading and answering a question, the reader gets immediate feedback. If right, the learner proceeds; if wrong, the reader is directed to review the accompanying materials.
  • Programmed materials provide learner participation, repetition, relevance, and feedback.
  • It ranges from manuals to prerecorded cassettes or videotapes.
  • Benefits: It is useful when employees are dispersed geographically or when requires little interaction.

6. Outdoor Training:

  • Outdoor training typically involves challenges, which teach trainees the importance of teamwork/working together.
  • It typically involves some major emotional and physical challenge.
  • Purpose is to see how employees react to the difficulties that nature presents to them. Do they “freak”? Or are they controlled and successful in achieving their goal?
  • Benefits: It reinforced the importance of working closely with one another, building trusting relationships, and succeeding as a member of a group.

Related Posts:

  • Career Development from the Perspective of an Individual Employee
  • Current Trends in Human Resource Management
  • Principles of Learning in Training
  • Career Counselling in Organizations
  • Developmental Approach to Performance Appraisal
  • Employee Involvement
  • Job Enlargement - Definition, Benefits and Differences with Job Enrichment
  • Human Resource Audit
  • Achieving Competitive Advantage through Human Resource Development
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Chapter 12 Sections

  • Section 2. Designing a Training Session
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What are the advantages of holding a training session?

When should you host a training session, how do you deliver a training session.

When a training session runs well , most people come out thinking, "Wow, I learned a lot about X ," or, "Great! Now I can do Y ." On the flip side, however, is what people think about when a training goes badly: "That speaker was awful ." "I never got to ask any of my questions." "This training really didn't fit my needs." "I ended up showing up 45 minutes late because I didn't understand the directions -- how embarrassing."

In the last Tool Box section, we talked about how you design a training, both its content and its presentation. However, when you have that down, you only have the battle half won. There is still a lot more work to be done -- important work that can be a smooth and seamless backdrop for your training, or work that can turn into a nightmare for trainers and trainees alike if it's done poorly. This work is all the pieces that go into the delivery of a training session.

In this section, we're going to step onto that more practical ground and map out the logistics of running a training session. We'll start with a look at the advantages to your organization of holding a training session. Then, we'll look at when might be the perfect time for your organization to hold such a training. Finally, we'll come to the training delivery itself: what you do in the days preceding the training session, during the session itself, and finally, as follow up in the days after the session.

Generally speaking, your organization will hold a training session for one basic reason: to get information and skills to people who need them. However, there are a lot of other "extra" advantages to delivering a training session. Some of them include:

  • Improve organizational morale . Holding a training session can brighten spirits in your organization by increasing the satisfaction employees and/or volunteers feel with their work. Learning to run a training can be a terrific confidence builder for people who don't have a lot of experience in managing group projects. One reason that this is true is because the results of running a training session are so tangible -- organizers can watch people learn and gain confidence with their skills. Also, if attendees fill out evaluation forms at the end, organizers have almost immediate feedback on their strengths and weaknesses.
  • Holding training sessions can make your organization more effective . This can happen in several ways. First, if the training (at least in part) is for staff or volunteers involved with your organization, you'll see immediate benefit as they get better at what they do. If the training also includes other community members who are not directly involved with your organization, the attendees will learn more about your cause and your organization -- and they might even decide to sign on as volunteers! Finally, a good teacher (or facilitator) always learns from his or her students. So if the trainer or trainers has/have an ongoing relationship with the organization (for example, if they are employees, or if they always run trainings for your group), they might very well learn things they can use to help the organization in other ways. So, delivering a training session truly can be a situation where everyone wins.
  • Increase community awareness . Finally, your training can be directed (at least in part) towards the general public. This can help increase awareness of your organization and your cause -- a definite side benefit that can occur as you try to increase community members' competence on a given subject.
Let's look at how all of these advantages might occur together. For example, let's say that your organization is working to reduce the incidence of heart disease in your community. One of your actions is to host "heart healthy" cooking classes, demonstrating healthy recipes to people who have had heart problems and their families. In doing the class, you ask one of your newest employees to co-facilitate the class, helping her to hone her presentation and organizational skills. During the class, members learn new, healthier recipes, and they also learn healthy variations of old favorites. The facilitators also talk a little about the organization's purpose and upcoming events, and several class members decide it would be fun to help out at a community walk/run the organization is putting on in a few months. Finally, towards the end of the class, everyone brings in some of their favorite healthy recipes to share among themselves and for the facilitators to use at future trainings.

Even with all of the good things your group can gain from running a training session, your organization probably still won't want to do them every day. So how do you decide when to take the time and resources away from other projects to run a training?

The simple answer is that it depends on the type of training you are planning as well as the needs of your organization. Consider the following types of training, and the situations in which they might be useful:

  • Regular, repeated trainings . If your organization is planning to run trainings on topics that everyone involved with the organization needs to understand, then trainings might be best scheduled to occur on a regular schedule, such as biannually or quarterly, as new members join the organization. For example, a crisis counseling center that is manned by entirely by volunteers might decide to accept new volunteer counselors two or three times a year, and run training sessions at those times.
  • Regular, topical training sessions . An organization may choose to have regular, ongoing training sessions on different topics to keep staff and volunteers interested, educated, and up to date on the organization and its work. For example, a teen pregnancy prevention project might try to run quarterly training sessions on topics that will be important to its members and also to different segments of the community. The group might decide to give trainings on topics that they themselves are currently contending with, or maybe on topics that have recently been talked about in the news, and in which there exists a good deal of interest. For example, their classes one year might include, "Preventing second pregnancies among teenagers," "Working with the faith community," "Contraception for teenagers: What messages are we sending our children (and what do they hear)?" and "It's not just a woman thing: Reaching out to young men."
  • Trainings done occasionally on an "as needed" basis . An organization might also not have any set training schedule, but be prepared to present occasional trainings on topics as they become an issue in each community. For example, in a community where several high school students have recently committed suicide, a youth organization might put together a series of educational sessions for teens and parents on recognizing the signs of depression and understanding how to get their children or friends the counseling they need.
  • Trainings that "piggyback" onto other events. Sometimes, it makes sense to run training sessions when interest in your issue is likely to be high. For example, your organization might use Mothers' Day to kick off your new parent skills classes; or you might offer short trainings on nutrition at a local health fair.
  • Trainings done to fulfill professional requirements . Many professions require a certain number of continuing education units, or CEUs, to retain licensure. Your group might choose to offer these units in conjunction with any of the types of training listed above, depending on your target audience. This topic is discussed in more depth in the previous Tool Box section.

Along with the needs presented above, there are other things your organization will need to consider when deciding if right now is the right time to hold a training session. These things will include:

  • Does your organization have the time to deliver a training session?
  • Do you have the resources to do so (financial resources, experienced trainers, et cetera)?
  • Does the training you are considering fit with your organization's mission?
  • Is there another organization that already runs a similar training, or that is considering doing so?
  • Is there a need in your community for the training you want to provide?

Looking over these options, it might be very clear to you what type of training your organization wants to run, and when would be a smart time to run it; or you might not be very sure of what you want. In either case, our suggestion is to sit down with the group of people who is considering delivering the training session. (An ideal group would include members of the staff, a Board member or two, and if possible, an experienced trainer.) In your meeting, talk about what kind of trainings you have in mind, the list of questions above, and any additional concerns people have about organizing such a session.

Delivering a training session really has three major parts -- what you do before, during, and after the session. Let's look at each part one by one.

Before the training session:

A lot of what you do before the training happens in the weeks or even months before the training occurs. Even if you are using a training outline developed elsewhere (for example, if you are using a Red Cross format to educate volunteers as HIV educators ), many of the same points will still apply. To recap very briefly, some of your group's key steps will include:

  • Determine your organization's specific training needs.
  • Clarify the goals of the training session.
  • Decide who will run the session.
  • Develop (or choose, or modify) the training outline you will use for the training session.
  • Recruit trainees for the session.

If you haven't gone through these steps already, now is probably a good time to refer back to the last section.

Then, when you're up to speed on those pieces, you're ready to focus on game day, or on the run-up just before it.

There's not an absolute "right" time to start on figuring out the logistics -- a last minute training might be offered very casually to interested learners with very little notice; a year in advance isn't too soon to start on a very large, professional training. But for most moderate sized trainings run by community groups, a month or two ahead of time is probably a good time to start preparing.

Set a budget.

The first thing you'll need to consider is how much you have to spend, and where you want to spend it.

Secure space for the training session.

This step will be very important if you will be renting or borrowing a place to hold the training, as opposed to using your own facility. But even if you're planning on holding the session at your office, you should still consider carefully all of the following issues. Your group may decide that it's actually better, in the long run, to spend the money and rent a place that is more appropriate, if it turns out there are some very big disadvantages to your home base.

Issues to consider:

  • Is it accessible? This includes how user-friendly the building is for people who are physically challenged, and also how easy to get to is the building site itself. For example, is the training site many miles from where your students live? If members of your audience take the bus or subway, is it on the route? If you're having Sunday evening classes, will transportation still be available?
  • What facilities are available? Is there a bathroom? How about vending machines? These are an especially welcome perk if the training will go on for more than an hour or two.
  • What will parking be like? Are there enough places for your estimated audience? Is it free and safe?
  • How is the lighting in the space you're looking at? Is it too bright or too dingy?
  • Is there adequate ventilation? Are there windows? Although windows aren't a necessity, they can certainly help brighten a room.
  • Do you have access to the temperature controls? On a similar note, if you're planning for some or all of the training to occur outside, do you have a rainy day back-up plan?
  • What kind of seating is available? This includes how many seats there are, how comfortable they are, and how flexible they are. Can the seats be moved around? And can tables appear/disappear if you do/don't want them?
  • How much does the space cost to rent? Is that figure all-inclusive? How does that number compare to your budget?
  • Is equipment available? Is everything you will need, such as televisions/VCRs, AV equipment, et cetera, on hand? If not, do you own it, or can you rent it? How much will that add to the cost of the facility?
  • Is food available? Are there kitchen facilities, or at least restaurants nearby? Also, check to be sure that the space you are looking at allows food and drink to be brought in.
  • Are there equipment hookups for things you might want to bring in? Enough outlets? If you will want to connect to the Internet, are there phone jacks you'll be able to use?
  • Is there technical support available? This includes for the equipment, of course, but also for little things like someone to let you in. You don't want to plan a session, and then not be able to get in because the person with the key isn't around.
  • Will childcare be available on site? If not, will this hurt attendance?
  • Finally, what is the general feel of the space; does it just feel good to be there? If you don't feel personally comfortable there (especially if you're the trainer ), and if you have a choice, don't take it.

Prepare materials for the session.

Make sure to purchase and/or duplicate any necessary materials. It's probably a good idea to have a list that you can check before you go to the training site. Also, check to see if you will be able to photocopy things on site; if not, you might want to learn where the closest copier is.

Expert tip: Some professional trainers will have a prepacked bag full of training supplies and extras -- pens, markers, clips, tape, post-its, stuff for making signs, spare bulbs, name tags, generic sign-in sheets and evaluation forms, certificates, aspirin -- that they can take with them on very short notice. If you plan on doing trainings as a not-infrequent part of your professional life, you might consider developing a similar bag of your own.

Make sure everyone knows when and where the training will be.

If the training will include people who don't come to the organization's headquarters every day (ie, volunteers, or community members you have recruited especially for this meeting), be sure to send a reminder out to arrive one week before the meeting. A postcard can be a great way to do this; if your group is small enough and/or you have the manpower, you might also consider phone calls. Also, be sure to send out clear directions, with maps, to arrive well before the meeting takes place.

Send "homework" to training participants.

If you want people to have done any reading or other homework for the meeting, it's probably a good idea to send that out even earlier -- about two weeks beforehand, if possible. And even with no homework, it's nice to send out some materials around then, to welcome participants in advance, to give them a sense of what's going to happen, to set the tone, and to psych them up.

One idea is to ask people to fill out a paper with questions they would like answered during the training. The questions can be mailed back early to allow the trainer to prepare (be sure to include a self-addressed stamped envelope), or they can be given to the trainer at the beginning of the training session.

Have the trainer himself do "homework."

A good trainer knows that adequate preparation is key. This includes understanding the content to be delivered, a plan for the pace of the session, and learning as much about your audience in advance as you can, in order to gear your presentation to them and their needs and styles. Some trainers also like to visualize the training: how it should run, how events will unfold, and anticipate obstacles and possible glitches to be able to counter them in your presentation, and/or through making appropriate physical arrangements.

During the training session:

Arrive early to set up shop.

The trainer(s) will probably want to get there at least half an hour early. Things to check include:

  • Is the room set up the way you want?
  • Are signs in place?
  • Food accounted for?
  • Coffee perking?
  • Test the equipment; does it work today, as vs. last week?
  • If you're collecting money at the door, do you have a cash box, receipts, and change?

Be ready to greet people when they arrive.

Make sure someone is ready to welcome folks as they walk in. Some welcoming and /or a registration table are often appropriate; generally speaking, the larger the training, the more formal the welcome. Also, if you have materials to pass out, now is the time to do it.

If appropriate, make sure everyone knows everyone else.

If you have under about 30 people, it's possible (and often preferable) to introduce everyone. As your numbers get larger than that, introductions may be too time consuming and overwhelming. A good alternative for a larger crowd is the use of nametags or badges, (badges are for a more formal training).

Set (share) the agenda.

This program could be given out as part of the packet at the beginning, with other materials. Alternatively, it could be posted on newsprint, or even written in chalk. Wherever it is written the leader/trainer will probably want to review the agenda at the very beginning, including any particular goals for the day, desired outcomes, and/or decisions that need to be made. She will probably also want to go over any important logistical points as well, such as:

  • Bathroom locations
  • Food availability
  • Asking those with cellphones and beepers to turn them off, or switch them to "vibrate "

Set ground rules.

These may be set in advance, or the trainer may wish to ask the audience to help set them. Some commonly used ground rules include:

  • No interrupting others.
  • Setting a "choice point" for asking questions (ie, deciding if the trainer will take questions at any time, at prearranged intervals, or only at the very end).
  • Setting a limit on the amount of time for which each person may speak, if this is likely to be necessary.
  • Keep interactions respectful, even if participants are feeling frustrated or hurt. Avoid put-downs, name calling, etc.
  • Everyone participates in the training
  • Try to avoid side conversations.

The trainer or group can develop other ground rules that are appropriate as necessary.

Make sure everyone has the chance to talk and ask questions, as appropriate.

This will depend heavily on the type of training you are doing. Some trainings are really didactic, and trainees are best advised to listen, take notes, and learn. Even in these trainings, however, there should be room for some questions, if not necessarily discussions across the room. Other trainings are less formal, and encouraging discussions may be one of the points of the training.

Another factor to take into consideration is the size of the training. If you've got 100 people in the room, not everyone is going to talk -- but again, even in this situation, people should generally be given the chance to do so. It's especially important in larger trainings to make sure participants will have some way to contact the trainer at a later date, in case time or shyness kept them from asking all the questions they had.

Stick to the schedule, as much as possible.

If you have only a certain pre-determined amount of time to spend on each part of your training, try to remain within the limits you have allotted yourself for each part of the training. Of course, things come up -- issues that need to be dealt with. But generally speaking, try to remain more or less on course. It can be very frustrating for participants if important parts of the program are cut or shortened without just cause, or if trainings run late, which can cause other problems for the trainees.

One idea you might consider is having a later activity that you are willing to cut, if that becomes necessary. That way, if trainees are having an outstanding conversation, the trainer won't necessarily have to cut a good thing short. Conversely, you might also have an extra activity that you can insert at any time, in case things run quickly, or if one part of the training has to be canceled at the last minute.

A lot more could be said here about how to run an effective session, but much of this is already well-covered in other parts of the Community Tool Box.

Follow-up: After the session is over:

Ask participants/leaders to evaluate the session . This might be done verbally, but is more commonly done with anonymous evaluation forms. However you do it, though, it's almost always a good idea to seek honest feedback from participants to see what they liked and didn't like about the session, and what they would change in the future. See Tools for a form that you can adapt and use.

Other ways to evaluate the session include using pre- and post-tests, or organizing a group project to see if people can integrate what they have learned.

Outline next steps for participants . Make sure the training participants not only have the information they need, but that they also know how to use it. Even more than that, you want to make sure that folks have a structure or institutional pathway in place to make it more likely that they will go out and practice what they have learned. This may not be in the trainer's direct control, especially if he comes from outside of the organization. But even then, the trainer can make recommendations for institutionalizing the training content -- recommendations that might even be followed!

A health educator in the southeast has this to say, "There's a story -- I don't know where it's from, I heard it at an HIV Educators workshop put on by the Red Cross. Anyway, it's the story of a group of birds who go to school to learn to fly. Well, these birds sit through their lectures, watch simulations, and practice their technique. And when it's all over, they are praised for their attention and excellent questions, and they all receive certificates of accomplishment from their instructor. So what do they do? Well, they all just waddle on home, certificates tucked safely beneath their wings."

Leave the room neat and tidy.

This is especially true if you've borrowed the space or had it donated; but in any case, be sure to do your part here. You may want to come back some day!

Follow up, as appropriate.

This can mean different things for different organizations, but typically follow -ups will consist of doing the following things:

  • Send thank you notes to donors, co-trainers, volunteers, et cetera.
  • Send minutes out to participants, along with any other materials that were promised during the session.
  • Enter participants' names in a database to be notified for upcoming trainings and events.
  • Have a debriefing session with everyone who ran the session to talk about what they learned, what didn't work, and so on.
  • Make modifications to the existing training outline for future sessions based on this experience.

Especially if the training is long -- if it takes place over several weeks or months -- some token of accomplishment is often appreciated by those who have gone through the training. Many longer trainings have certificates of achievement passed out to those who have successfully completed the training.

In Summary:

In this section, we're really talking about all of the behind the scenes activity that makes a training session work. If trainers and planners have done their job well, participants probably won't remember the details of how things were put together -- they'll just remember the people they met and the things they learned. And in the end, that's really what it's all about.

Online Resources

Energize, Inc.  A self-proclaimed website "for leaders of volunteers." Browse the site to find plenty of useful information, including some that is pertinent to training.

The Free Management Library . An outstanding resource with information on a wide variety of topics for nonprofit professionals.

The Points of Light Foundation . Offers a wide variety of training opportunities for nonprofit groups across the nation.

Learningwire . A bi-weekly newsletter for people in the training and personal development industry.

Print Resources

Gaines R., & Robinson, J. (1989). Training for impact: How to link training to business needs and measure the results . San Francisco: Jossey-Bass.

Powers, B. (1989). Instructor Excellence: Mastering the delivery of training . San Francisco: Jossey Bass.

Quinlivan, D., & Renner, P. (1994). In search of solutions: 60 ways to guide your problem-solving group . San Diego, CA: Pfieffer and Company.

Vineyard, S. (1990). The great trainer's guide: How to train (almost) anyone to do (almost) anything . Downers Grove, IL: Heritage Arts Publishing.

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On-the-job-training: 6 strategies to implement your training plan.

Training on the job is powerful. Learn how it works - and how to get the most out of it for your own strategy.

Disengaged employees, high turnover rates, and low-quality work. Sounds familiar? According to Lorman,  70% of your employees  might leave your company for an organization known to invest in  learning and development . 

So, you need to step up before that happens.

On-the-job training (OJT) is a cost-efficient strategy that helps employees develop the necessary skills to do quality work.

It improves engagement, increases satisfaction, and supports company culture.

In this article, we'll discuss what OJT is, its pros and cons, how it works, and how you can integrate it into your overall training strategy.

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🏢 What is on-the-job training ?

On-the-job training (OJT) is a hands-on learning experience that helps employees acquire the skills, knowledge, and competencies they need to succeed in their roles. 

The training happens at the workplace, where a manager or an experienced employee shows the trainee how to perform a task and then supervises the trainee doing it themselves.

The trainer then gives immediate feedback, making room for correcting errors and for the employee to learn their new responsibilities faster.

HR Expert  Jennnifer Hartman  sees OJT as a way to increase an employee's chances of success:

"Implementing on-the-job training can help employees learn new skills, become more engaged, and improve their performance. This type of training allows employees to learn in a practical setting, which can help them develop better job skills and increase their chances of success."

For example, experienced floor workers teach new employees to assemble, inspect, and pack parts in manufacturing companies. Then, the experienced employee supervises the recruit until they gain the skill and knowledge to do it independently.

Another example is the  succession of a management position . Often, when a department or organization leader decides to step down, they enter a transition period where they'll mentor their successor to ensure a smooth transition to their new position.

🆚 On-the-job training vs. Off-the-job training

The main difference between on and off-the-job training is that  while on-the-job training happens at the workplace and has a practical approach, off-the-job training takes place in a classroom and focuses on knowledge acquisition.

They also differ in:

  • The methods they use
  • Who carries out the training
  • How much it costs
  • How fast you can see results
  • The impact on productivity
  • How the employees learn

So which one is better?

It depends on what you want to achieve. 

On-the-job training is better if:

  • Your employee needs to learn a practical skill 
  • Someone in your company knows how to do it
  • The expert employee knows how to train others

Off-the-job training is better if:

  • Your employee needs to understand a new concept
  • There is no expert in the company that can train your employee
  • Your employee needs their entire focus on the training

➰ Structured OJT vs. Unstructured OJT

OJT happens in one of two ways: structured and unstructured. 

Unstructured OJT occurs when an employee asks for help when someone informally teaches them how to perform a task or when they observe one of their colleagues doing their jobs. 

While uncostly, unstructured OJT is not effective because:

  • The training produces inconsistent results .
  • The content is inaccurate or incomplete.
  • The trainer might pass on their way of work instead of the standard.
  • The experienced worker isn't trained and can't express what they know.

On the other hand, structured on-the-job training (S-OJT) is designed to teach everything the employee needs to know and has a strategy to back it up. 

With S-OJT, both trainer and trainee know what's expected of them. At the same time, managers know how their employee is doing, and they can track, measure, and improve the training.

A successful S-OJT strategy needs :

  • Experienced employees or managers trained to train.
  • A list of skills and competencies the employee needs .
  • Determining what proficiency looks like for each task.
  • Establishing a timeline for the training.
  • Assessing the training outcome.

➗ What are the benefits and disadvantages of OJT?

On-the-job training helps new employees ease into their new positions and adapt to your company culture. It also allows you to create a  job enrichment  strategy to encourage established employees to learn new skills and grow within the company.

Nina Pączka, Community Manager at  Zety , explained how training increases productivity and improves the perception of employees about the company:

"[Training] should engage, motivate and create bonds. Nothing boosts employee productivity like relationships with the company and other employees. Employees feel valued. And if they see that the company cares about them, they care about the company. It's a simple quid pro quo in its positive sense."

Well-rounded development plans also need off-the-job training to supplement on-the-job training, bring new ideas to the workplace, and clarify concepts in formal training.

Benefits and disadvantages of on-the-job training

Benefits of on-the-job training

  • Speeds up the learning process  – because of the hands-on nature of OJT, employees immediately apply what they learn, helping them develop their new skills faster as they don't face a gap between knowledge and practice.
  • Helps new employees adapt  – when a new employee trains on the job, they learn about the company and the culture. They also develop relationships with their colleagues, leading to a better onboarding experience.
  • Increases employee retention  –  94% of employees  reported they would stay longer in a company if it invested in their learning and development. OJT helps you train, engage, and retain employees.
  • Saves you money  – OJT is significantly cheaper than off-the-job training. On top of not paying for the employee's day off, it cuts trainers, courses, and travel expenses .
  • Cultivates company culture  – employee collaboration creates relationships, improves company culture, and encourages team building.
  • Provides basic knowledge management  – when a senior employee passes on their knowledge to a more junior employee, it prevents that internal knowledge from being lost.
  • Flexibility and adaptability  – OJT is easier to schedule and adapt to your employee's needs because it doesn't depend on the availability of external trainers or their training program.

Disadvantages of on-the-job training

  • Not everyone can teach  – not every subject matter expert (SME) can communicate what they know. Moreover, some SMEs fear losing their competitive advantage, so they are unwilling to become trainers.
  • Lacks foundation  – OJT often lacks foundational knowledge, making it hard to grasp why things are done a certain way. To avoid this, we recommend creating a development plan with a  70-20-10 approach  that closes the gap between practice and theory.
  • Unlikely to bring new ideas to the workplace  – what employees learn in OJT is existing knowledge within the company. New ideas or concepts rarely come up in internal training.
  • Risk of accidents  – if there is unstructured OJT in your company, experienced employees might forget to mention safety information while showing a new employee how to operate a machine, exposing them to unnecessary risks.
  • Possibility of errors  – with unstructured OJT, trainers might not pay close attention to how the trainee performs the task, causing them to make mistakes without getting feedback.
  • Lack of consistency  – unstructured OJT also leads to inconsistent training results because there is no methodology, training materials, or clear guidelines on how the employee should perform each task.

⚙️ On-the-job training methods

There are many methods to deploy on-the-job training, such as:

Job rotation

Apprenticeship.

  • Job instruction

Committee assignments

  • Internships

While they have different approaches to training, all of them involve the employee performing tasks they'll use in their job and receiving immediate feedback on their performance.

Here's how they work.

In coaching, a training manager analyzes how an employee performs their job and provides feedback. This one-to-one strategy helps the employee develop and improve their competencies while gaining confidence and learning to take responsibility for completing the task.

Unlike coaching, mentoring is an informal training method. It focuses on developing a relationship between the trainee and the manager or expert employee. The mentor supports and guides the mentee to learn the skills they'd need to assume the mentor's position when they retire, change roles, or leave the company.

During job rotations, employees work at different departments or workstations within the company, intending to understand how the company operates as a whole. This method helps manufacturing companies and apprenticeship programs.

Apprenticeships are long-term programs that combine OJT with classroom training. It helps inexperienced employees learn the skills they need to perform a specific position that the company needs to fill. The employees earn a certification or license to perform the job without supervision. 

Understudy programs prepare an employee to take on the role of their supervisor, making it a key method in succession planning. The trainee learns how their supervisor performs their job while observing and assisting them and develops relationships with employees that support the role they'll assume in the future.

Job Instruction

In job instruction—also known as the step-by-step method—the trainer demonstrates how to perform a task step by step to the employee. Then, the trainer observes the employee performing the task, provides immediate feedback when they make mistakes, and recognizes good practices.

Committee assignments usually involve many trainees. The trainer assigns the trainees a real company problem and asks them to solve it. This kind of training encourages teamwork, promotes company culture, and helps the trainees develop new skills and relationships with their co-workers.

Internships are short-term programs where trainees get exposure to a new industry and gain general knowledge about it. It helps the trainees become familiar with the activities they would perform if they pursued a career in that field.

📈 On-the-job best practices

Now that you understand what on-the-job training is and what it can do for your organization let's go over some of the best practices that make this approach work.

committee assignment training method

1. Identify potential trainers and train them

Find the people that show outstanding performance and have a deep knowledge of their job. Then, identify who of them would make good trainers.

Good trainers are willing to share their knowledge, have excellent communication skills, and are interested in training new employees.

Once you've identified who your potential trainers are, you'll need to train them so they learn how to:

  • Set goals and expectations.
  • Clearly explain and demonstrate how to perform each task.
  • Recognize what the trainee does well.
  • Give effective feedback that helps the trainee improve.
  • Be patient and empathetic.

Employee training plan template excel word

2. Structure the learning process

For your OJT to be successful, you'll need a structured plan that shows what the employee needs to accomplish and how they'll do it. 

Start by having a detailed view of the employee's role in your organization.

Next, create a list of the tasks, skills, and competencies they need to succeed. Then, assess the gap between the desired profile and your employee's profile to determine what they need to improve.

Pro tip: This step is easier when you have a  competency model ‍

Zavvy's complete competency framework template

From that, work with the OJT trainer to gather and develop training materials and documentation to support the employee's learning experience. Don't forget to create an assessment checklist to evaluate the employee's progress.

Wrap everything with a training schedule to help everyone stay on track and know what they need to work on.

3. Track and share performance metrics

Measure and track the employee's outcomes —such as changes in knowledge, behavior, and attitudes.

Use the assessment checklist you created to measure how your employee is performing in their training. To keep your employee engaged and motivated, recognize what they're doing well and give feedback to help them improve the skills or competencies that don't meet expectations.

Training evaluation form template

4. Get feedback and improve

Talk to the trainer and trainee to learn what worked, what needs improvement, and what doesn't work at all. Create a training evaluation survey that gives you insight into how your employee is doing and how the trainer did their job. 

From that, assess which skills they need to develop further and how you can improve the overall training experience.

5. Set up a buddy system

During onboarding, a  buddy system  helps new employees ease into their position. A 'buddy' is an employee with outstanding social skills, who shares their knowledge, best practices, and experiences with the new recruit.

Onboarding buddy system

A buddy system is an excellent complement to your OJT plan. It has a positive impact on retention and helps the employee become fully productive in a shorter time.

6. Leverage technology in your process

A learning management system (LMS) helps you organize your training materials and create a library your employees can use whenever they need to solve a problem, consult a company policy, or recall a process.

It can also automate tasks such as assigning training, sending reminders, and even assigning 'buddies' to recruits. 

For example, with  Zavvy's LMS , you can create an onboarding training journey and automatically enroll new employees on it. Zavvy's system combines learning methods such as spaced repetition, microlearning, and social learning to keep your employees engaged and motivated.

But there's more:  Zavvy lets you set up an overall development process, combining competency models, development plans, and feedback to guide both your on-the job and off-the-job development strategies.

committee assignment training method

⚙️ How to implement on-the-job training

One of the best ways to create a training plan is to use the  ADDIE  framework. ADDIE stands for Assess, Design, Develop, Implement, and Evaluate.

  • Assess  the needs of your organization and your employee. What skills does the position require? What skills does the employee already have? What skills do they need to develop?
  • Design  the learning goals, objectives, training methods, and evaluation metrics.
  • Develop   the training plan and materials with the help of the OJT trainer.
  • Implement  the training according to the schedule.
  • Evaluate  the success of your employee, the trainer, and the training process.

By using this framework and the best practices we've discussed, you'll be able to design and implement a successful on-the-job training program.

➡️ Bottom line

Creating a well-rounded training plan may seem daunting, but it doesn't have to be. Start with critical roles and work your way down. Remember that training is not solely the responsibility of People Ops —recruit managers and key employees to help you determine training needs and develop the training programs.

Implementing a structured on-the-job training plan helps you and your organization preserve internal knowledge, increase employee engagement, and retain top talent.

Ready to deploy your on-the-job training strategy? With our  employee development software , you can create, implement, and measure your training plan.

How Zavvy supports your L&D strategy across all stages

  Book a demo  and unleash your workforce's potential today.

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Andrea Ibañez is a Freelance Content Writer for HR and Fintech companies. In her natural habitat, you can find her planning her next trip, cooking something Mexican, or annoying her cats.

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committee assignment training method

On the Job and Off the Job Training Methods of Executive Development

committee assignment training method

Everything you need to know about the methods and techniques of executive development. Executive development is a systematic and continuous process through which the executives learn advanced knowledge and skills in managing.

The types of executive development  methods are categorized into on-the-job and off-the-job methods. The on-the-job methods include job rotation, coaching/under-study, and action learning.

The off-the-job methods include management games, which have the problem-solving and analytical capabilities, outside seminars in technical as well as interpersonal areas, role playing to expose the managers to realistic situations and develop their skills, behaviour modelling for exposing the managers to the right way of doing things, letting them practice those practices, and more importantly, giving feedback on their performance during the practice.

In the words of Michael Armstrong, “Executive development is eventually something that the executive has to attain himself. But he will do this much better if he is given encouragement, guidance and opportunity by his company”.

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The methods and techniques of executive development can be studied under the following heads:- 1. On the Job Methods 2. Off the Job Methods.

Some of the on the job methods of executive development are:-

1. Coaching 2. Job Rotation 3. Under Study 4. Multiple Management 5. Selected Readings 6. Committee’s Assignments 7. Project Assignments 8. Position Rotation and 9. Selected Readings.

Some of the off the job methods of executive development are:-

1. Lectures 2. Case Studies 3. Conference Method 4. Group Discussion 5. Role Playing 6. In-Basket Method 7. Management Games 8. Programmed Instruction 9. Sensitivity Training 10. Professional Courses and 11. Executive Training.

Executive Development Methods – 2 Broad Categories: On the Job and Off the Job Methods

The types of executive development  methods are categorized into on-the-job and off-the-job methods. The on-the-job methods include job rotation, coaching/under-study, and action learning. Job rotation involves movement of the management trainees/managers from one department to another, in order to familiarize them to various facets/functions/departments of the organization.

It also helps to develop an in-depth knowledge about the various businesses and processes of the organization. In coaching/under­study, the junior manager is placed under the guidance of a senior manager who continuously coaches and provides counselling for developing the junior executives for assuming higher responsibilities.

Action learning involves the full-time involvement of managers who are assigned to work on specific projects or problems. This helps the managers develop the capability of undertaking and completing a project and also solving the problems, which enhances their managerial and leadership capabilities.

The off-the-job methods include management games, which have the problem- solving and analytical capabilities, outside seminars in technical as well as interpersonal areas, role playing to expose the managers to realistic situations and develop their skills, behaviour modelling for exposing the managers to the right way of doing things, letting them practice those practices, and more importantly, giving feedback on their performance during the practice.

There are several methods of executive development.

They can be broadly classified into two categories as follows:

Method # 1. On-the-Job:

On-the-job training methods or techniques are most suitable when the purpose is to improve on-the-job behaviour of the executives. Such training is economical and time-saving. The motivation to learn in such techniques is very high because training takes place not in an artificial place like a class room but in real job situation.

On-the-job methods or techniques are very useful for certain groups like scientific and technical executives. However, though they appear to be economical, they may turn out to be costly when wastages of all types under these training methods are taken into account.

The various methods or techniques of on-the-job training are briefly described below:

i. Coaching:

Coaching is a method of training under which the trainee is placed under a particular supervisor who, acting as a coach or teacher or instructor, teachers job skills and knowledge to the trainee. The couch or counsellor tells the trainee what he wants him to do, how it can be done and follows up when it is being done by the trainee and corrects any errors committed by the trainee.

Coaching method offers several advantages viz. – (i) It is learning by doing, (ii) It can be undertaken even during the routine work, when no particular development programme exists, (iii) Periodic feedback and evaluation can be undertaken in this method, (iv) It is very useful for training of new executives and for developing operative skills and knowledge, (v) It requires close interaction between the coach and the trainee.

Coaching method however suffers from certain disadvantages viz. – (i) It tends to encourage the existing styles and practices to continue, (ii) It requires the superior to be a good teacher and a guide which is difficult to find, (iii) The training environment in this method will not be free from the daily routine tension and worries, (iv) The trainee may not find sufficient time to learn and improve.

According to Stephen P. Robbins, coaching becomes effective only if the coach is a good communicator, a noble motivator and a patient listener. Coaching will work well – (a) if the coach provides a good model with whom the trainee can identify, (b) if both the trainee and coach can be open with each other, (c) if the coach accepts his responsibility fully, and (d) if the coach provides the trainee with recognition of his improvement and suitable rewards.

ii. Job Rotation:

Job rotation involves transfer of executives from one job to another, and from one department to another in a systematic and planned manner. The primary aim of job rotation is to broaden the knowledge skills and outlook of the executives. Job-rota­tion may continue for a period of six months to two years. In the words of W. E. Bennet, “Job-rotation is a process of horizontal movement that widens the manager’s experience horizon beyond the limited confines of his own”.

There are several advantages of job rotation technique viz. (i) It reduces monotony and boredom by providing variety of work (ii) It facilitates cooperation and coordination between various departments of the organisation, (iii) It provides a chance to the executives to move up to higher positions by developing their personalities, (iv) It enables the management to make use of the executives’ skills and knowledge to the fullest possible extent.

However, job-rotation method suffers from the following disad­vantages viz. –

(i) It is likely to create disturbance in the well-set up re­lations.

(ii) It would be difficult for the trainee to adjust himself frequently in the new positions to which he has been transferred,

(iii) It is likely to create jealousy and friction because of the game of musical chairs. Frequent transfers cause class distinction and misunderstanding and uneasy feelings among the executives,

(iv) Frequent transfers to dif­ferent geographical areas are likely to upset family and personal life of the executives who may not be able to put in best of their will and effort in their jobs,

(v) Job rotation is likely to discourage intelligent and efficient trainees who prefer specific place and specific responsibility in their chosen specialisation.

iii. Understudy:

According to Dale S. Beach, “An understudy is a person who is in training to assume at a future time, the full responsibility of the position currently held by his superior”. This technique prepares a person with as much competence as the supe­rior to his post which is likely to fall vacant due to promotion, transfer or retirement.

The advantages of this method are several viz. (i) The trainee gets continuous guidance from his superior so as get full knowledge of the job. (ii) It helps the trainee to learn by doing his job and hence it is economical and time-saving, (iii) It helps to maintain close contact between the junior and his senior, (iv) It ensures continuity of management when the superior is promoted or transferred or leaves the job on retirement.

There are some disadvantages of understudy method viz. (i) It perpetuates the same old managerial practices, (ii) It demotivates other employees when a particular junior is trained in advance to take up higher position, (iii) The understudy may not have any freedom of thought and action when his senior is overbearing and predominant.

(iv) The subordinate staff are likely to ignore the understudy and treat him as an intruder without specific authority and responsibility. The success of this method depends upon the teaching skills and coop­eration from the superiors as well as the subordinates of the under­study.

iv. Multiple Management:

Under this method, a board consisting of young junior executives is constituted. It is called Junior Board of Executives System. It discusses the actual problems and different al­ternative solutions and makes its recommendations to the Board of Directors for its final consideration and approval.

The advantages of this method are as follows – (i) The young juniors get an opportunity to acquire knowledge of various aspects of business, (ii) The junior board helps to increase the productivity and human relations in the organisation, (iii) It is relatively an inexpensive method of training executives, (iv) It helps in developing a consider­able number of executives in a short period of time.

However, this method suffers from certain advantages – (i) There is no scope here for providing specific attention to the development needs of the executives, (ii) This method cannot be applied to the lower level executives, (iii) The discussions and recommendations of the junior board is likely to degenerate into academic debates.

v. Project Assignments:

Under this method, a group of trainee executives is assigned a particular project directly related to their func­tional area. The group known as project team or task force will study the problems and find suitable solutions to these problem. For example- accounts officers may be assigned the task of designing and de­veloping an effective budgetary control system. It is a flexible system of training because of its temporary nature of assignments.

vi. Committee Assignment:

A permanent committee consisting of trainee executives is formed. The trainee executives take part in the committee meetings and discuss about various viewpoints and alternative problem-solving methods. They also learn interpersonal skills.

vii. Selected Readings:

The management supplies various pro­fessional books and journals to the trainee executives so as to enable them to learn so many new things and add to their knowledge and skills a number of innovations in management.

Method # 2. Off-the-Job :

Since on-the-job methods or techniques of executive development have their own limitations, of-the-job techniques have been recommended to fill the gaps.

These techniques are described below:

i. Lectures:

Lecture method is the simplest of all the techniques. It is considered as the best method of presenting and explaining series of facts, concepts, principles, attitudes, problem-solving skills etc. and imparting knowledge to several persons at a time. It is used to introduce a subject to reduce anxiety about the upcoming training programmes or organisational changes, to present basic material providing a com­mon background and to illustrate the application of rules and regula­tions.

The advantages of lecture method are as follows:

(a) It can be used to teach to several persons at a time.

(b) It is a time-saving and economical method of imparting knowledge.

(c) It presents the overview and scope of the subject very clearly.

However, the lecture method suffers from the following disadvan­tages:

(a) It is a one-way communication, as there is no participation and feedback from the trainees,

(b) The trainees lose attention quickly as they are only passive listeners. The emphasis is on accumulation and memorization instead of on application of knowledge.

(c) The lectures become bore and unpalatable to the trainees when the lectures con­tain too much information,

(d) It requires lot of preparation and speak­ing skill for which the teacher executives generally lack time,

(e) The material to be presented will have to be geared to a common level of knowledge.

ii. Case-Study Method:

Under this method, a real or hypotheti­cal business problem is posed to the trainers and the trainees are asked to solve the problem in the most appropriate way. They are also guided by the trainers in such way that they can find out the best solution. This method was developed at Harvard Business School, USA.

A variant of case study method was developed at MIT, USA by Paul Pigors. It aims at developing the trainees in the areas of intellec­tual ability practical judgement and social awareness. In this method, only an outline of a situation rather than its full details is given to the trainees who are asked to find out information required and try to get the same from the trainer through questions.

The advantages of case study method are as follows – (i) It promotes analytical thinking and problem-solving skills among the train­ees. (ii) It encourages open mindedness. (iii) It enables the trainees to be aware of managerial concepts and processes and to apply them to specific situations, (iv) It also enables the trainees to be aware of obscurities, contradictions and uncertainties involved in business.

But this method suffers from the following disadvantages, viz. (i) It is time-consuming and expensive, (ii) It is likely to suppress the critical faculties of mediocre trainees, (iii) It is likely to degenerate into a dreary history suppressing analytical reasoning, (iv) it is likely to be indiscrimi­nately used as permanent precedents.

iii. Conferences:

A conference is a meeting of several persons to discuss problems of common interest. Each participant in the confer­ence contributes his own ideas towards the solution of problems. It is best suited when the problem has to be analysed and examined from different points of view.

The success of the conference depends upon several factors such as free and frank discussion among the partici­pants, absence of domination by a few participants, relevant discus­sion on the concerned problems efficiency of the leader of the confer­ence etc.

iv. Group Discussion:

It is a variant of lecture method. It is known as seminar or conference. Under this method, a critical discussion takes place among the participants on a paper containing a selected topic submitted by one of more trainees. The chairman of the group summa­rises the contents of paper and discussions follow afterwards.

Gener­ally the material to be discussed is distributed to the participants in advance. This method helps the executive-participants to learn from the experiences of each other and it has become quite popular.

v. Role Playing:

In this method, two or more trainees will be asked to assume the role of particular person before others. There will be interaction between the role players and the rest of the participants. Role playing primarily involves employer-employee relationships discussing a grievance procedure, conducting a post appraisal interview or disci­plining a subordinate etc.

Role-playing is a useful method of developing interpersonal or hu­man relations skills. If helps to bring about desired changes in the attitudes and behaviour of the participants. Trainees learn here by do­ing and by quick feedback. The degree of learning is high because the participants learn by observing and listening. Role playing involves a simulation a creating an environment which will be similar to real work situation.

vi. In-Basket Method:

This method is based on simulation. In this method, the trainee is provided with a basket as trey containing pa­pers and files relating to his functional area. He is required to care­fully study these papers and pass his own remarks or observations on the problem situation. The observations of different trainees are compared and conclusions are arrived afterwards. Then they are put down in the form of a report.

vii. Management Games:

This method is also based on simula­tion. Under this method, the trainees are divided into different groups or teams. Each group or team has to discus and arrive at decisions relating to such matters as production, pricing, research, advertising, etc. on the assumption that each group or team itself is the management or the firm.

The other groups act as competitors of the firm and react to the decisions. Thus each team’s immediate feedback to the decisions of others enables the management to know the relative performance of each team. The co-operation between the teams helps to promote great interaction among the participants and gives them the experience of cooperative efforts.

viii. Programmed Instruction:

This method provides some spe­cific skills or general knowledge which has been pre-arranged. Such information is broken into meaningful units, so that all the units con­stitute a logical and sequential package. Each package is built upon the earlier ones and knowledge is imparted to the trainees with the help of text books or teaching machines. The package is in the form of questions along with necessary information and the trainees have to answer immediately.

ix. Sensitivity Training:

This method is also knows as T-Group training or laboratory training. The aim of such training is to create self-awareness, develop inter-personal competence and sharpen team­work skills among the trainees, who are brought together in a free and open environment to discuss themselves and express their ideas, be­liefs and attitudes.

Executive Development Methods – On-the-Job and Off-the-Job Methods Used to Develop Executives for their Quantitative and Qualitative Performance

There are different on-the-job and off-the-job methods that are being used to develop executives for their quantitative and qualitative performance.

Some of the important methods are discussed below:

Executive Development Methods :

(A) On-the-Job Methods:

In this method, a supervisor or designated senior imparts job knowledge and skills to the trainees. It is a process of learning by doing. It facilitates inter-action, feedback, instant evaluation and correction required for improving performance of the trainee. Lack of time and coaching ability of the supervisor senior will hamper effectiveness of training.

ii. Delegation:

It is a powerful training tool, at all levels of management. Delegation of authority gives the juniors the confidence and zeal to take the right decision on time and to execute their duties and responsibilities effectively and efficiently. Ultimately, it helps to achieve end results.

iii. Under Study:

Under this method, the trainee is assigned as an assistant to the supervisor. The supervisor closely watches over the trainee while doing the assigned job and helps him to perform it better. It develops competent successors to senior executives under whom the trainee is assigned. It facilitates continuous guidance from the supervisor and develops practical exposure and leadership quality of the trainee.

iv. Position Rotation:

Job or position rotation means moving managers from one department to another. It gives them a broad understanding and exposure to various functions of the organization. It also enables them to understand the strengths and weaknesses of the company. It reduces monotony and boredom of doing the same work for a long time and improves collaborative work, broadens outlook and creates diversified skills of the executives.

v. Committees:

Being a member of a committee helps the managers to learn different disciplines from other members of the team. This enables them to have the relevant insights and get to know the kind of decisions to be made in different situations.

vi. Project Assignment:

A group of trainees are assigned to work on a project related to their functional area. The members work as a team in identifying and solving problems. It facilitates team work.

vii. Multiple Management:

Under this method, trainees from junior advisory boards provide solutions to the Board of Directors after a careful study about it. It helps in identifying managerial talent and collective decision-making. It provides knowledge and skills in various functional areas of the organization. It is not suitable for low level managers due to lack of commitment on the part of trainees.

viii. Selected Readings:

The trainees are asked to read and update their knowledge from specific books and journals. Most of the practicing managers prefer this method. It is convenient and cost effective.

(B) Off-the-Job Methods:

Large number of trainees can simultaneously take part in a presentation. It provides lots of job information and conceptual knowledge to large number of trainees, quickly. The effectiveness of their training relies on the trainer and the involvement of the trainees. However, it may not help a technical hands-on skills.

ii. Case Studies:

This method of executive development facilitates classroom group discussion to identify problems, its implications and to arrive at possible solutions. An actual situation given in a written form for critical analysis is called case study. It improves the analytical and decision-making skills of the executives. A good case is the vehicle by which a chunk of reality is brought into the classroom to be discussed to find the reasons for problems and evolve a suitable solution for it.

iii. Group Discussion:

Under this method, each trainee is asked to prepare and present a paper on a specific topic. After presentation the floor is opened for critical discussion and review. It enables the trainees to develop oratory and presentation skills but, it is time consuming.

iv. Conferences:

This method enables the trainees to hear experts delivering talks on specific topics and helps the participants interact and get their doubts clarified. It facilitates trainees to solve specific problems and is suitable for professionals in a specialized trade. Mutual problems form the subject of discussion in a conference. Participants share their ideas and expertise in attempting to arrive at improved solutions to deal with these problems. More trainees can participate at a time. Electronic and electrical gadgets can be used to make the teaching and learning process more interesting.

In this method, the trainees are assigned with different roles and asked to act out as if they are in reality. It helps in understanding the behavioural patterns of people and to develop better interpersonal relationships, negotiating and selling skills.

vi. Management Games:

It is a simulation technique that involves different teams each of which is given a hypothetical situation to work for a given period of time. It is a dynamic training exercise simulating a real business situation. In these games, participants are divided into various teams which are placed in competition with each other in resolving some problem information which is supplied to all teams.

vii. In-Basket Exercises:

This is another form of simulation, in which each trainee is given a short span of time to deal with several problems. The trainees handling the same problem will meet to know the logic behind the problems. It helps the trainees to develop situational judgment skills. This is another technique of simulation.

viii. Sensitivity Training:

This method is also called as T-group training, laboratory training, and executive action. This deals with the problem existing within the T-group in reality and is not simulated. This helps the participants in understanding themselves and others, the emotions involved and to know how they react in different situations.

ix. Programmed Instructions:

This training method is used to teach the trainees, behavioural and non-motor skills. The subject matter is prepared and arranged in a logical and sequential manner for the trainees to understand and follow better. The trainer monitors the trainees while they are working on the instructions. The advantage of this method is that the trainees get the immediate feedback from the trainer. The negatives of the method are that it is expensive and time consuming.

x. Professional Courses:

Managers and executives are encouraged to undergo professional courses in reputed business schools and universities to learn new concepts and enhance their knowledge for better performance. According to their area of specialization they may do a degree, diploma and certificate courses to update knowledge.

xi. Executive Training:

Professional institutions provide training on several areas at different times enabling the managers and executives to undergo any preferred training programme according to their own convenience at different times. They do conduct training on time management, soft-skills, team building, etc.

Executive Development Methods – 2 Important Techniques: On the Job Development and Off the Job Development

Method # 1. on the job development techniques:.

The main feature of all on-the-job techniques is to increase the ability of the executives to work while performing their duties. They aim at exposing the trainees to the real work situation. Generally, support is provided by immediate superior in the conduct of these development programs.

(a) On the Job Coaching:

In this method, the immediate superior guides the subordinate about various ways and methods and skills to do the job. Here, it is important to note that the superior only guides and does not teach, although he extends his assistance whenever needed. Periodic feedback and evaluation are also the part of the coaching activity. Merits of this method lie in the fact that it provides real and practical job experience to the trainee.

The objective of coaching is not only to teach the subordinate the necessary skills for doing his assignment but also to provide him with diversified knowledge so that he may grow and advance.

Coaching should be distinguished from counselling which involves discussion between a superior and his subordinate of areas concerned with the latter’s fears, emotions and aspirations. It reaches into very personal and delicate matters. In many cases, the superior has to play the role of both coach and counsellor.

The main advantage of on-the-job coaching is increased motivation for the trainee and minimisation of the problems of transferring learning from theory to practice. The danger in this method is the possible neglect by the guide or supervisor. Thus, as a development technique, it cannot stand alone.

It is primarily a device for ensuring that individuals grow within the boundaries set by their jobs and their organisational units. The man cannot develop much beyond the limits of his own boss’s abilities. Coaching works best when other techniques of development are used along with it.

(b) Understudy:

In case of understudy, an executive is developed to perform the work or fill the position of his superior. He is a trainee who at a future time will assume the duties and responsibilities of the position currently held by his immediate superior when the latter separates from the job because of transfer, promotion, resignation, retirement, etc.

Understudy technique is similar to on-the-job coaching with the difference that the department manager may pick one individual from his unit to become his understudy. He will then guide him to learn his job and grapple with the problems that confront the manager dally. An understudy can be developed to take over the superior’s job in a number of ways.

When the superior is handling his daily operating problems, he may discuss these with his understudy to get his ideas and give him experience of decision making. He may also assign the understudy to investigate and make written recommendations upon long-term problems. The understudy may even be asked to directly supervise a number of people at work. This will give him an opportunity to try out his leadership skills.

The major advantage of this method is that it ensures the ready supply of competent people whenever the vacancy arises due to promotion, transfer, retirement or resignation of the present occupant of the position. This method has built-in motivation because it is considered a step towards promotion of the trainee.

This method is advantageous for the boss and the organisation also. It relieves the boss of some of his workload by delegating some portion of his work to the understudy. To the organisation, it ensures that it will not be placed at a serious disadvantage if the executive suddenly leaves his job. The understudy will be in a position to hold that position.

(c) Job or Position Rotation:

Job rotation consists of a systematic and co-ordinated effort to transfer an executive from one job to another at regular intervals to make him gain wide experience. The executive is given all the normal duties and responsibilities which go along with the job to which he is transferred.

This method broadens the outlook of the executive in as much as he comes to appreciate the problems faced by other functional managers, plants, departments, etc.

Job rotation serves to bring the feeling of superiority of one department over the others. When a number of executives have served in each other’s department, they can also understand the reasons why a certain function must be done in a particular way. Thus, inter-departmental cooperation will be enhanced. Job rotation injects new ideas into the different departments of the organisation.

Under, this system, an executive is not destined to end up in just one post but is equipped to step into any one of the several executive posts in various functional divisions. The trainee will learn the nature and significance of management principles by transferring learning from one job to another.

Here, again, the training takes place in a practical situation. This technique can stimulate a more co-operative attitude by exposing a man to the problems and viewpoints of others.

The system of job rotation is not free from drawbacks. Productive work may suffer due to disruption caused by changes and limitations of individuals to adjust to new job. So it is better to lengthen the interval of rotation and to rotate fewer personnel at a time.

The executive can’t gain specialised knowledge in one particular branch of work during a short span of time. Job rotation may undermine the morale and efficiency of the executives transferred as their family life may be disturbed and they may find it difficult to adjust at the new place.

(d) Project Assignment:

Under this method, a trainee may be assigned a project that is closely related to the objectives of his department. For instance, a trainee may be assigned to develop a system of cost control in the execution of an order. The trainee will study the problem, collect and analyse data and make recommendations upon it.

This project would also help in educating the trainee the importance of cost and to understand the organisational relationships between the accounting and other departments. Thus, the trainee acquires the knowledge of allied subjects also.

(e) Multiple Management or Junior Board :

This method involves the establishment of a junior Board of Directors in the company for the training of selected executives. The junior board is given the power to discuss any problem which the senior board (constituted by the shareholders) should discuss.

The greatest value of the junior board is the training of middle level executives. Who are in the que for promotion? Membership of the junior board becomes a pre-requisite to the membership of the senior board.

This method has the advantages of being relatively inexpensive, developing teamwork and group decision-making among managers, enabling the managers to see the problems from the organisational rather than departmental or functional point of view.

(f) Committee Assignment:

A committee is a group of executives appointed to investigate, take action, make recommendations regarding some matter relating to the organisation. The committee studies the problem or issue in accordance with the terms of reference. For example, a committee may be set up to analyse the feasibility of introducing a new product.

This committee may have persons from finance department, engineering department, research and development department, etc. The committee will study the question of feasibility of new product from all the angles and make recommendations. If the committee is in staff capacity, its recommendations may be turned down by the higher management. But if it is in line capacity, it would take action also on whatever it finds prudent.

A committee is an excellent means of training. The trainee is placed on a committee which is constituted to make recommendations on a particular problem. Through discussions and deliberations in committee meetings, the trainee becomes acquainted with the different view-points and acquires a wider perspective.

This method of training may speed up the development of executives provided the committee does not become a battle ground or is not dominated by a few individuals. In short, this method of training has all the advantages which could be availed through the method of multiple management or junior board.

Method # 2. Off the Job Development Techniques:

The focus in off-the-job methods of development is to improve general behavioural and decision-making skills of the executives. In contrast to the on-the- job methods, off-the-job methods do not contain such a heavy dose of reference to the particular job. They are relatively more general.

These methods are discussed below:

(a) Role Playing:

Role playing may be described as a technique of creating a life situation, usually one involving conflict between people, and then having persons in a group play the parts or roles of specific personalities. In industry, it is used primarily as a technique for modifying attitudes and interpersonal skills.

Typically, the situation is structured by setting forth the facts of the situation, the event that led upto present situation and other relevant information.

The individuals are then designated to play the roles of persons in the situation described. For instance, two trainees may play the roles of a superior and a subordinate to discuss the latter’s grievances.

The purpose of role playing is to aid trainees to understand certain problems and to enable observers to evaluate trainees’ role performance. Role playing is generally used for human relations and sales training. This technique makes trainees self- conscious and imaginative and analytical of their own behaviour.

(b) Sensitivity Training:

Sensitivity or T-group training is an important technique of “laboratory training”. The main objective of sensitivity training is the development of awareness and sensitivity to one’s own behavioural pattern through interactions with others. The sensitivity training program is absolutely unstructured.

The trainer initially explains the technique to the participants and informs them that the purpose is to increase their awareness about themselves and others and to know each other’s feelings and reactions in a group setting. He makes clear his own role which is to be helpful. He will neither act as a leader nor will there be any agenda.

Sensitivity training virtually establishes a situation in which the trainee learns himself.

Sensitivity training is so informal and unstructured as compared to role playing that the trainee gets no guidance or instruction whatsoever about how to proceed. The trainer is a moderator who provides feedback so that each trainee may know what others think about him.

(c) Conference Training:

A conference is a group meeting conducted according to an organised plan in which the participants seek to develop knowledge and understanding by obtaining a considerable amount of oral participation. It is an effective training device for persons in the positions of both conference member and conference leader.

As a member, a person can learn from others by comparing his opinions with those of others. He learns to respect the viewpoints of others and to realise that there is more than one workable approach to a problem. As a conference leader, a person can develop his skill to motivate people through his direction of discussion. He learns the effects of closely controlling and dominating the discussion as compared to adopting a more permissive type of direction.

The conference method overcomes certain disadvantages of the lecture method because here the participants play active role. They are not passive. Learning is facilitated through building upon the ideas contributed by the conference members.

In fact, people learn from each other. Interest of the participants tends to be high. The conference is ideally suited to learning about problems and issues and examining them from different angles. It is the best method for reducing dogmatism employed in supervisory and executive development programs.

The conference method is not free from drawbacks. The main drawback is that the progress at the conference is often slow because all those desiring to speak on a point are generally allowed to do so. Sometimes, irrelevant issues creep in and the main issue is lost in the process.

(d) Programmed Instruction:

Programmed instruction (sometimes packaged in a device called a teaching machine) was developed in the late 1950’s for both school and industrial applications. Cook and Mechner have defined programmed instruction as the application of the science of learning to the task of education and training.

The key features of programmed learning are:

(i) The trainees learn at their own pace;

(ii) The instructors are not a key part of the learning;

(iii) The material to be learnt is broken down into very small units or stages;

(iv) Each step logically builds upon those that have preceded it;

(v) The student is given immediate knowledge of results for each answer he gives; and

(vi) There is active participation by the learner at each step in the program.

The core feature of programmed instruction is participation by the trainee and immediate feedback to him. The programmed instruction includes elaborate teaching machines, films, sound tapes, programmed books, illustrations, printed material, and diagrams. Whatever may be the method of programmed instructions, it basically provides feedback to the learner whether his response is correct or not.

These days, programs have been devised which take into account individual differences in background. If a student is unable to give the right answer to a question or a series of questions, he will be directed along a different branch of the program to provide him with the fundamentals he has missed.

(e) Simulation Development Techniques:

The basic idea behind simulation is to construct a situation which closely represents the actual one. It provides an opportunity to conduct trial or test runs under conditions that are as close to reality as feasible.

Based on empirical data, a model is constructed and then subjected to the same influences and forces that occur in actual practice. While these simulation models are not mathematical as operations research models, they are quantitative representation of the situations being studied. They include physical similarities, behavioural characteristics and interactions that would normally be present under actual conditions.

There are three basic simulation techniques:

(i) Business Games,

(ii) In-Basket, and

(iii) Case Study.

(i) Business Games:

A business or management game has been described as a dynamic training exercise utilizing a model of business situation. It is essentially a group exercise in sequential decision-making under simulated organisational conditions.

(ii) “In-Basket” Training:

This technique emphasises the necessity for skills in decision-making and ability to differentiate the significant from the important. The trainee is presented with a situation where he must take over for a manager who is absent. He is provided with an in-basket full of materials with which he must deal.

These materials may be phone calls, meetings, complaints to handle, orders to make and other demands which supposedly duplicate the tasks he would face, if he were holding such a position. This may require a list of priorities.

After the session is completed, the trainer and the trainee meet to discuss and evaluate the trainee’s performance. Similar techniques may have men working together as a group. Same strong and weak points that are applicable for business games are applicable here also.

(iii) Case Study Method:

The typical case study used for training is a thorough description of some events that actually occurred in an organisation. Usually it involves some problem that has to be solved. The trainees read the case and present alternative solutions or lines of action. These suggestions may then be discussed where the individual is able to obtain information about how others viewed the case.

The case study method is one of reasoning and analysis of facts to find an answer. The trainee learns to face facts and appreciate other’s viewpoint. This method increases the learner’s power of observation and allows him to look from a broader angle. It discourages snap judgments. The success of this method depends largely upon the ability of the instructor.

A poorly conducted discussion may degenerate into a rambling session from which the participants derive no learning. It is a simple and interesting method. Actual incidents may be used. A well-chosen case may promote objective discussion but no basic change takes place in the behaviour and attitude of the trainee in the absence of emotional involvement.

Case studies are extensively used in teaching law, human resource management, human relations, marketing management and business policy in various educational institutions. Students learn that there is no single solution to a particular problem.

The answer of each trainee may differ. Case discussions will help them to appreciate each other’s thinking. That is why, case study is frequently used in supervisory and executive training in business.

Under this technique, the trainees are actively involved. They are encouraged to consider a variety of alternatives and to explore different approaches to solve the problem.

Related Articles:

  • Training of Employees: 3 Methods | Functions | Human Resource Management
  • Training and Development of Employees | Essay | Personnel Management
  • Executive Development: Concept, Characteristics, Objectives and Other Details
  • Training of Employees: Meaning, Importance and Methods

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Issue Cover

Article Contents

  • 1. Introduction
  • 2. Committee assignments: a congressional bias
  • 3. The papers
  • 4. Conclusion
  • Conflict of interest
  • < Previous

Committee Assignments: Theories, Causes and Consequences

  • Article contents
  • Figures & tables
  • Supplementary Data

Shane Martin, Tim A Mickler, Committee Assignments: Theories, Causes and Consequences, Parliamentary Affairs , Volume 72, Issue 1, January 2019, Pages 77–98, https://doi.org/10.1093/pa/gsy015

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Conventional wisdom suggests that a strong legislature is built on a strong internal committee system, both in terms of committee powers and the willingness of members to engage in committee work. Committee assignments are the behavioural manifestation of legislative organisation. Despite this, much remains unknown about how committee assignments happen and with what causes and consequences. Our focus in this article is on providing the context for, and introducing new research on, what we call the political economy of committee assignments —which members get selected to sit on which committees, why and with what consequences.

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Employee Development Training and Methods

committee assignment training method

Learn about employee development training, methods and approaches.

A: Employee development training can be studied under the following heads:- 1. Off-the-Job Training 2. On-the-Job Training.

Some of the Off-the-Job Training are:- i. Seminars and Conferences ii. Simulation iii. Case Studies iv. Management Games v. Role Playing vi. In-basket vii. Sensitivity Training viii. Outdoor Training ix. Behaviour Modeling.

Some of the On-the-Job Training are:- i. Job Experiences ii. Job Enlargement iii. Job Rotation iv. Transfers v. Action Learning vi. Assistant-to Positions vii. Committee Assignment viii. Mentoring ix. Coaching x. In-House Development Centres.

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B: Some of the Employee development methods and approaches are:- 1. Formal Education Programmes 2. Assessment 3. Job Experiences 4. Interpersonal Relationship.

Employee Development Training, Approaches and Methods

Employee development training – off-the-job and on-the-job training.

There are many specific off-the-job and on-the-job development activities.

1. Off-the-Job Training:

a. Seminars and Conferences:

Like classroom instructions, seminars and conferences are useful for bringing groups together for development programmes.

(i) Seminars and conferences are used to communicate ideas, policies, procedures etc. for effective management.

(ii) They are also used for raising points of debate or discussion issues, (usually with the help of a qualified leader) that have no set answers.

(iii) They are used to change attitudes of manager for better management.

(iv) They are often conducted outside the organization jointly with universities, consulting firms and management associations on topics ranging from communication to strategic planning.

(v) By participating in seminars/conferences, managers and supervisors learn to identify necessary personal and organizational changes and to become more effective in their interpersonal relationships and their work groups.

b. Simulation:

It is an artificial environment that- attempts to closely resemble an actual condition.

The advantages of simulation exercises are the opportunities to attempt to create an environment similar to real situations without high costs. However, the disadvantages are that it is difficult to duplicate the pressures and realities of actual decision making on the job. Individuals often act differently in real-life situations than they do in a simulated exercise. Commonly used simulation exercise includes case study, management game and role playing.

c. Case Studies:

Case study is particularly useful in classroom learning situations. Using documented examples, participants learn how to analyse and synthesize facts and to understand the many variables on which management decisions are based. This improves decision-making skills.

Case studies are most appropriate when:

(i) Analytic, problem-solving and critical-thinking skills are most important.

(ii) The knowledge, skills and attitude are complex and participants need time to understand them.

(iii) Active participation is needed.

(iv) The process of learning is as important as the content.

In case study method, the trainees are presented with a written description of an organizational problem, which could be real or imaginary. Individually the trainees analyze the case, diagnose the problem and present his/her findings and solutions in a discussion with other trainees.

Case study gives the trainees realistic experience in identifying and analyzing complex problems. The trainees learn that there are many ways to approach and solve complex organizational problems.

Integrated case scenarios expand the case analysis concept by creating long-term, comprehensive case situations. To create scenarios, scriptwriters (creative employees in the organization) create scripts which include themes, background stories, and detailed personal histories and role-play instructions.

Many a time case studies are mismanaged.

To improve effectiveness of case studies in employee development programmes Einsiedel (1995) suggested the following-

When using case studies:

(i) Be clear about learning objectives and list possible ways to achieve the objectives.

(ii) Decide which objectives would be best served by the case method.

(iii) Identify available cases that might work, or consider writing your own.

(iv) Set up the activity – including the case material, the room and the schedule.

(v) Follow the principles of effective group dynamics.

(vi) Provide a chance for all learners to take part and try to keep the groups small.

(vii) Stop for process checks and be ready to intervene if group dynamics get out of hand.

(viii) Allow for different learning styles.

(ix) Clarify the trainer’s role.

(x) Bridge the gap between theory and practice.

d. Management Games:

Management games make the training experiences more lively and interesting. The players are faced with the task of making a series of decisions affecting a hypothetical organization. The effects of every decision can be simulated with a computer programmed for the game. In computerized management games, trainees are split into 5 or 6 person companies, each of which has to compete with others in a simulated market place.

The groups are allowed to decide how much to spend on each functional area such as marketing, production, inventory etc. Usually 3 or 4 year periods are compressed into days, weeks or months. As in the real world each company can’t see what decisions the other firms have made, although these decisions do affect their own sales.

(i) Games are now widely used as a management development tool.

(ii) Planning of the management games are designed for general use but some have been designed for specific purposes.

(iii) Some airlines have developed games where managers working in teams compete with one another running fictitious airline companies and have to balance issues of routing, schedules, costs, profits etc.

(iv) Management games do not always require computers.

(v) The major advantage of management game is the high degree of participation it requires.

e. Role Playing:

Role playing consists of playing the roles of others assuming their attitudes and behaviour.

(i) By acting out another’s role or position, participants can improve their ability to understand and cope with others.

(ii) Role playing helps the employees learn how to counsel others by making them understand the situations from a different angle.

(iii) Role playing is common in training healthcare professionals to be empathic and sensitive to the concerns of patients.

(iv) It is increasingly used in training managers to handle employee issues relating to absenteeism, performance appraisal and conflict situations.

The major drawback in role playing is that participants hesitate to try role playing.

To make role playing effective the following suggestions are given by Snell and Bohlander (2007):

1. Ensure that members of the group are comfortable with each other.

2. Select and prepare the role-players by introducing a specific situation.

3. To help participants prepare, ask them to describe potential characters.

4. Realize that volunteers make better role-players.

5. Prepare the observers by giving them specific tasks (such as evaluation or feedback).

6. Guide the role-play enactment through its bumps (because it is not scripted)

7. Keep it short.

8. Discuss the enactment and prepare bulleted points of what was learned.

Role play is a versatile tool applicable to a variety of situations. With proper planning and implementation, role play can bring realism and insight into dilemmas and experiences. Feedback helps trainees how well they played their roles in applying managerial skills to each situation.

f. In-basket:

It is a simulation of the administrative tasks of a manager’s job. The exercise includes a variety of documents that may appear in the in-basket (in- tray) on a manager’s table. The participants read the materials and decide how to respond to them. Responses could include delegating tasks, scheduling meetings, writing replies or even completely ignoring the document.

g. Sensitivity Training:

This attempts to teach people about themselves, and, why and how they relate to, interact with, impact on and are impacted by others. This is accomplished by having trainees observe and analyse their actual behaviour in groups.

Goals of sensitivity training:

(i) Increased understanding, insight and self-awareness about one’s own behaviour and its impact on others.

(ii) Increase understanding and sensitivity about the behaviour of others.

(iii) Better understanding and awareness of group and intergroup processes.

(iv) Increased diagnostic skills in interpersonal and intergroup situations.

(v) Increased ability to transform learning into action.

(vi) Improvement in individual’s ability to analyse their own interpersonal behaviour.

h. Outdoor Training:

Sometimes referred to as wilderness or survival training, outdoor training has become a trend in many corporates. The primary focus is to teach trainees the importance of working together and to develop team spirit. Rafting, mountain climbing and surviving a week in a ‘Jungle’ are some of the programmes.

Outdoor training typically involves some major emotional and physical challenge. The purpose of such training is to see how employees react to the difficulties that nature presents to them. The programme is designed to know whether the employees face these changers alone or they ‘freak’ and whether they are successful in achieving their goal.

This type of training is helpful as today’s Business environment does not permit employees to stand alone. This emphasizes the importance of working closely with one another, building trusting relationships and succeeding as a member of a group.

i. Externship:

It refers to a company allowing employees to take a full-time operational role at another company. This helps employees Interested in gaining experience in a specific industry. The companies which sponsor externship promise to employ the externs after their assignments and employees who participate in the externship programme will remain committed to the company because they have had the opportunity to learn and grow professionally and have not had to disrupt their personal and professional lives with a job search.

Although externships give employees other employment options and some will leave, it is not only a good development strategy but also helps in recruitment. The externship programme signals to potential employees that the company is creative and flexible with its employees. As an extension, there are companies which exchange employees for mutual benefit.

j. Sabbatical:

It is a leave of absence from the company to renew or develop skills. It is similar to externship, a temporary assignment where the employees often receive full pay and benefits.

(i) Sabbaticals let employees get away from the day-to-day stresses of their jobs and acquire new skills and perspectives.

(ii) Sabbaticals allow employees more time for personal pursuits.

(iii) Sabbaticals are common in a variety of industries ranging from fast food industry to consulting firms.

(iv) Sabbaticals help in retention of key employees and recruitment of new ones.

(v) This programme helps recharge employees’ creativity in their jobs.

k. Behaviour Modeling:

It is an approach that demonstrates desired behaviour and gives trainees the chance to practise and role-play those behaviours and receive feedback. That is, it involves showing trainees the right (or model) way of doing something, letting each person practise the right way to do it and providing feedback regarding each trainee’s performance.

Steps in behaviour modeling:

(i) Modeling:

Participants view films, DVDs or videotapes in which a model manager is shown dealing with a problem effectively. The model shows specifically how to deal with the situation and demonstrates the learning points.

(ii) Role-Playing:

The trainees are given roles to play in a simulated situation. That is, trainees participate in extensive rehearsal of the behaviour demonstrated by the models.

(iii) Feedback and Reinforcement:

The trainer provides constructive feedback based on how the trainee performs in the role-playing situation. If trainees’ behaviour increasingly resembles that of the model, the trainer and other trainees provide social reinforces such as praise, approval, encouragement and attention.

(iv) Transfer of Training:

Finally, trainees are encouraged to apply their heir new skills when they are back on their jobs. Throughout the train­ing period emphasis is placed on transferring the training to the job.

Behaviour modeling has been found to be successful in helping managers interact with employees, handle discipline problems, introduce changes and increase productivity.

2. On-the-Job Development Training :

Some skills can be acquired just by listening, reading and observing. But there are many skills which can be acquired only through actual practice and experience. Managers develop skills effectively when presented with opportunities to perform under pressure and to learn from their mistakes. On-the-job development experiences are most powerful and commonly used.

For the on-the-job development programmes to be successful, the exercise must be well organized, intelligently supervised and challenging to the participants.

Methods of providing on-the-job experiences include the following:

a. Job Experiences:

These are the relationships, problems, demands, tasks and other features that employees face in their jobs.

(i) Most employee development occurs through job experiences.

(ii) The major assumption in using job experiences in employee development is that development is most likely to occur when there is a mismatch between the employee’s skill and past experiences and the skills required for the job.

(iii) To succeed in their jobs, the employees must improve their skills; they are forced to learn new skills, apply their skills and knowledge in a new way and master new experiences.

(iv) In this programme the executives are asked to identity key events that make a difference in their managerial styles and the lessons they learned from these.

(v) Some of the job demands helpful in development programmes are proving oneself with unfamiliar responsibilities, developing new directions to solve inherited problems, downsizing and recurring employees, unrest managing business diversity, job overload, handling external pressure, influencing without authority, adverse business conditions, lack of top management support, difficult boss etc.

(vi) Job experiences that are seen as positive stressors stimulate learning and those viewed as negative stressors create high level of harmful stress.

(vii) As obstacles and job demands related to creating change are most likely to lead to negative stress than other job demands, organizations should carefully analyse the negative consequences before placing employees in development programmes involving obstacles or creating change.

b. Job Enlargement:

It refers to adding challenges or new responsibilities to employees’ current jobs. Job enlargement could include special project assignments, changing roles within a work team or researching new ways to serve customers and clients. To enlarge the current job, employees are encouraged to join task forces which help them improve their leadership and organization skills.

c. Job Rotation:

It is the process of systematically moving an individual from one job to another over a period of time. The job assignments may be in various functional areas of the organization or movement may be amongst positions in a simple functional area or department.

(i) Assignments are based on an employee’s development needs.

(ii) Employees who rotate to new positions are required to document their experiences and learning, specifically emphasizing how the change helped them in developing their skills or better understand the business.

(iii) Each employee has a customized development plan and employees are assigned depending on the skills they need.

(iv) The length of time in each position varies depending on the skills and experience the employees need.

(v) While some return to their original jobs/ positions, others may move to other jobs/ departments.

(vi) Job rotation helps employees gain an overall appreciation of the organization’s goals, increase their understanding of different organizational functions, develop a network of contacts and improve problem-solving and decision-making skills.

(vii) Job rotation has been shown to be related to skill acquisition, salary hike and promotional chances.

(viii) Effective job rotation systems are linked to the organization’s training, development and career management systems.

Limitations:

(i) Job rotation may create a short-term perspective on problems and solutions.

(ii) Employee’s satisfaction and motivation may be adversely affected because developing specialties in a short period is difficult.

(iii) Employees don’t spend enough time in one position to receive a challenging assignment.

(iv) Productivity losses and work load increase may be experienced by the department which gives an employee for training as well as the department which accepts the employee due to training demands and loss of manpower.

The following aspects are suggested for effective job rotation system:

(i) Job rotation is used to develop skills as well as give employees experience needed for managerial positions.

(ii) Employees understand specific skills that will be developed by rotation.

(iii) Job rotation is used for all levels and types of employees.

(iv) Job rotation is linked with the career management process so employees know the development needs addressed by each job assignment.

(v) Benefits of rotation are maximized and costs are minimized through managing timing of rotations to reduce work load costs and helping employees understand job rotation’s role in their development plans.

(vi) All employees have equal opportunities for job rotation assignments regardless of their demographic group.

d. Transfers:

Transfer is the movement of an employee to a different job assignment in a different area of the organization. Transfers do not necessarily increase job responsibilities or compensation. They are mostly lateral move with similar responsibilities.

Though transfers to different jobs in new environments do help in employee development, many employees are reluctant to be transferred for obvious reasons-

(i) Transfer can be stressful not only because the employee’s work rule changes, but the spouse, if employed, must find new employment.

(ii) Transfers disrupt employees’ daily lives, interpersonal relationships and work habits.

(iii) People have to find new housing, shopping, healthcare and leisure facilities.

(iv) The employees may be placed far away from the emotional support of friends and family.

(v) They have to learn a new set of work norms and procedures and develop relationships with their new managers and peers.

(vi) They are expected to be as productive in their new jobs as they were in their old jobs even though they may not be familiar with the products, services, processes or customers.

(vii) Though transfers help employees to develop themselves with new opportunities, many feel transfers are demotivating. Sometimes they may feel it is a mild punishment. Because transfers can bring anxiety, many organizations find it difficult to make the employees accept transfer.

While unmarried employees, who are not active in social lives, accept transfers easily, married people hesitate. Among married employees, the spouse’s willingness is the most important influence on employees accepting transfers.

Research has identified the following employee characteristics which are associated with accepting transfers.

(i) High career ambitions,

(ii) A belief that one’s future with the organization is promising, and

(iii) A belief that accepting a transfer is necessary for success in the organization.

e. Action Learning:

This allows managers to work on real projects, analyzing and solving problems, usually in other departments. This gives manager time to work full time with others in the organization. At the end of the programme, the managers are expected to brief the management on the solutions. In some cases, action learning is combined with classroom instructions, discussion and conferences.

f. Assistant-to Positions:

Employees with managerial potential are encouraged to work under an experienced and successful manager, often in the different areas of the organization. Working as staff assistants, the individuals perform many duties under the watchful eye of a supportive manager. In this programme, the employees experience a wide variety of management activities and are groomed to assume duties of next higher level.

g. Committee Assignment:

(i) Committee assignments allow the employees to share in decision making, to learn by watching others and to investigate specific organizational problems.

(ii) Temporary committees often act as a taskforce to discuss a particular problem, ascertain alternative solutions and recommend particular solutions.

(iii) Temporary assignments are reported to be both interesting and rewarding to the employee’s development.

(iv) Appointment to permanent commit­tees increases the employee’s exposure to other members of the organization, broadens his or her understanding and provides an opportunity to grow and make suggestions under the scrutiny of other committee members.

h. Mentoring:

It is a process where a mentor, who happens to be an experienced, productive senior employee, helps develop a less experienced employee (the protege).

(i) Most mentoring relationships develop informally as a result of interests or values shared by the mentor or protege.

(ii) Generally, employees with certain personality characteristics such as emotional stability, adaptable behaviour and high needs for power and achievement are most likely to seek a mentor and be an attractive protest for a mentor.

(iii) Mentoring relationships can also be developed as a part of employee development programme to bring together successful senior employees with less experienced but ambitious employees.

(iv) Though many mentoring relationships develop informally, formalized mentoring programme ensures access to mentors for all employees. However, formal mentoring may not be able to serve the real purpose in a relationship that has been created artificially.

(v) Mentors are chosen based on interpersonal and technical skills. Some mentors need to be trained for effective mentoring.

Benefits of Mentoring Relationships:

(i) Both mentors and protégés can benefit from mentoring relationship.

(ii) Mentors provide career and psychological support to their proteges. Career support includes coaching, protection, sponsorship and providing challenging assignments, exposure and visibility. Psychological support includes serving as a friend and a role model, providing positive regards and acceptance and creating an outlet for the protege to tackle about anxieties and fears.

(iii) There will be higher rates of promotion, better salaries and greater organizational influence for the proteges.

(iv) Mentoring relationships provide opportunities for mentors to develop their interpersonal skills and increase their feelings of self- esteem and worth to the organization.

(v) Mentoring programs socialize new employees, increase skill transfer from training to the work setting and provide opportunities to gain exposure and skills needed to get into managerial positions.

Group Mentoring Program:

Due to lack of potential mentors and the belief that the quality of formal mentorships is poorer than informal mentorship, some organizations have group mentoring programs. In group mentoring programs, a successful senior employee is paired with a group of four to six less experienced proteges.

The mentor helps proteges understand the organization, guides them in analyzing their experiences and helps them in career directions. Each protege in the group may complete specific assignments or the group may work together on a problem/issue. The potential advantage is that proteges can learn from each other as well as from the mentor.

Noe et al (2008) identified the following characteristics of successful formal mentoring program:

(i) Mentor and protege participation is voluntary. Relationship can be ended at any time without fear of punishment.

(ii) The mentor-protege matching process does not limit the ability of informal relationships to develop. For example, a mentor pool can be established to allow protégés to choose from a variety of qualified mentors.

(iii) Mentors are chosen on the basis of their past record in developing employees, willingness to serve as a mentor, and evidence of positive coaching, communication, and listening skills.

(iv) The purpose of the program is clearly understood. Projects and activities that the mentor and protege are expected to complete are specified.

(v) The length of the program is specified. Mentor and protégé are encouraged to pursue the relationship beyond the formal period.

(vi) A minimum level of contact between the mentor and protege is specified.

(vii) Proteges are encouraged to contact one another to discuss problems and share success.

(viii) The mentor program is evaluated. Interviews with mentors and proteges give immediate feedback regarding specific areas of dissatisfaction. Surveys gather more detailed information regarding benefits received from participating in the program.

(ix) Employee development is rewarded, which signals managers that mentoring and other development activities are worth their time and effort.

i. Coaching:

It is a process where a coach, who could be a peer or manager working with the employee, motivates, helps, develops skills and provides reinforcement and feedback.

A coach plays three roles:

(i) One-to-one interaction as in the case of feedback.

(ii) Helping employees learn for themselves by identifying experts who are able to address the employees’ concerns.

(iii) Providing resources such as mentors, courses or job experiences that the employees themselves are unable to access.

Problems Encountered in Coaching:

(i) Managers’ reluctance to discuss performance issues even with a competent employee to avoid any possible confrontation.

(ii) Managers’ interest and ability in identifying performance problems rather than helping to solve them.

(iii) Managers’ assumption that the employee may interpret coaching as criticism.

(iv) Managers’ feeling that there is not enough time for coaching.

j. In-House Development Centres:

Many companies have in-house development centres, which usually combine classroom learning (lectures, seminars etc.), with other techniques such as in-basket exercises, role-playing etc. Some companies run courses ranging from entry-level programme in manufacturing and sales to strategic management and business development.

For some companies, their learning portals have become their in-house development centres. While large companies have their own institutes, small companies have learning portals on the web which not only facilitates coordinating all the company’s training efforts but also delivers web-based modules that cover topics from CRM to mentoring.

Employee Development Methods and Approaches – Formal Education Programmes, Assessment, Job Experiences and Interpersonal Relationship

There are several methods to develop employees. Organizations can employ a combination of various methods depending on the type of employees and the organizational context.

Noe et al (2008) identified four broad approaches, namely, formal education, assess­ment, job experiences and interpersonal rela­tionships.

Method # 1. Formal Education Programmes:

These are employee development programs that include short Courses offered by consultants or universities, executive MBA programmes and University programmes. These are off- site and on-site programmes designed specifically for company’s executives.

(i) These programmes involve lectures by business experts, business games, simulation, adventure learning and meeting with customers.

(ii) Many companies have development centres that offer development programmes including classroom, online training and job experiences.

(iii)These programmes provide experiences in areas, such as public relations, financial communication, electronic media and Internet Development.

(iv) Formal training is given in leadership and presentational skills.

(v) Participants are mentored by experienced communication leaders.

Method # 2. Assessment:

Assessment involves collecting information and providing feedback to employees about their behaviour, communication style or skills for further development.

(i) The employee’s peers, managers and customer, may provide information.

(ii) Assessment is most frequently used to identify employees with managerial potential and to measure current managers’ strengths and weaknesses.

(iii) Assessment is also used to identify managers with the potential to move into higher-level executive positions.

(iv) Companies vary in the methods and sources of information they use in developmental assessment. Companies with sophisticated development systems use psychological tests to measure employees’ interpersonal styles, personality types and communication styles.

(v) Myers-Briggs Type Indicator is a psychological test used for team building and leadership development that identifies employees’ preferences for energy, information gathering, decision making and lifestyle.

Method # 3. Job Experiences:

Most employee development occurs through job experience, that is, relationships, problems, demands, tasks or other features that employees face in their jobs.

(i) A major assumption of using job experiences for employee development is that development is most likely to occur when there is mismatch between the employee’s skills and past experiences and the skills required for the job.

(ii) To succeed in their jobs employees must stretch their skills, that is, they are forced to learn new skills, apply their skills and knowledge in a new way and master new experiences.

(iii) One concern in the use of demanding job experiences for employee development is whether they are viewed as positive or negative stresses, job experiences that are seen as positive stresses challenge employees to stimulate learning, job challenges viewed as negative stresses create high levels of harmful stress for employees exposed to them.

(iv) Job experiences are gained through job rotation, job enlargement, externship and sabbatical.

Method # 4. Interpersonal Relationship:

Employees can develop skills and increase their knowledge about the company, its customers, organizational politics, organizational behaviour etc., by interacting with more experienced members in the organization. Mentoring and coaching are two types of interpersonal relationships used to develop employees.

Related Articles:

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  • Difference between Training and Development
  • Objectives of Employee Training
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Training methods are used for upgrading and enhance the skill and knowledge of an employee to best perform an assigned job within the organization. The selection or a Training Methods are based on the nature of Job, types and the number of the workers in an organization and the cost involved for choosing a particular Training Method.

The organization can access or choose from the wide range of Training Methods available for their workers, be it, on the job or off the job training methods. As mentioned, choosing a Training Method is based upon the Training need analysis and the training goals.   

Every organization provides relevant training methods to improve the skills and knowledge of the employees. It is generally the function of HRM department or the training manager to see the necessary skills up-gradation required and arrange the appropriate training program for the employees. As employees are the valuable assets for the organization it is vital that they should be trained enough and in a proper manner.

Training and development methods

"Training and development methods refer to the way a job is being performed or the technique used to enhance the skills and knowledge of an employee."

In an organization its employees are the most valuable asset as they play the primary and important role in the growth of any business.  The management always pays high attention and asks their HRM Department to ensure that their employees are well trained and are equipped with the required skills and knowledge so that the business goal can be achieved accordingly.

In fact, there are a various methods tools and techniques which are being used by Training and Development Department for employees’ career progression and to improve their work quality and speed to perform on job.  However, Developing Skill and knowledge is continues Educational process which help employee to learn conceptual and theoretical knowledge to improve their skills and overall personality.

The biggest challenge is to choose the right training methods and techniques.  The role of HR is very important  while choosing a right type of training methods for the employee.  The HR job is to keep in mind the size of the organization, nature of job and types of workers and most importantly the corrent method to prove to be the cost-effective as well useful which can tender the best results. 

A comprehensive list of different Training and Development Methods are listed below which are being used.   Traditional and Modern ways of Training methods which includes on the job and off the job training methods is detailed in the preceding of this article.

List of Training Methods:

Training Methods in HRM?

The  human resource  department is responsible for the choice and selection of training methods used for entire organization. The strategy of HRM department shapes the framework of training methods within the organization. There are many options of training methods available hence it is important to conduct  Training needs Analysis  to select the suitable training method in a careful manner. The training methods in HRM are selected based on following three components

  • Purpose of the Training Program - The HRM department first define the objective of the training program. Based on the objective and purpose of the training program the suitable training method is identified. HRM department has categorized the training programs based on the purpose as Quality Training, Professional Training, Soft Skills Training, Managerial Training, Legal Training, Safety Training, Team Training, Technical Training and Work Skills Training. Now, as one can understand that a computer based training method is more suitable for technical training as compared to case study method. In a similar way once the purpose of the training is clarified it becomes easy for the HRM department to decide the training method to be used to train the employees.
  • The Intended Audience- The demographics of employees, nature of their job, level of job and available time period are the factors which are considered by HRM department for selection of the appropriate training method.
  • Constraints- Training is not a free affair. Thus, HRM department has to consider the investment of money, time and resources while deciding the training method for the organization. The training budget plays important role in the decision of selecting a training methods for the employee training in the organization.

Training Methods Need - The training methods acts as a guideline to design the training program for the employees. Once the training method is decided the HRM department can take decisions about the investment of resources and fix up a time scheduled for the training program. Training methods are required to structure the training program properly and evaluate the after effect of the training on the skill improvement of the employees.

Training Methods Importance - Training methods are the basic outline of the training program. The importance of training methods includes-

  • It is vital to choose the right training method as it affects the outcome of training program
  • The selection of training methods affects the budget and resource investment of the organization.
  • The right training method can lead to improvement in skill and knowledge of the employee.
  • Appropriate training methods act as a motivating tool to improve job satisfaction of the employee. 
  • The training method is a core part of the training program which aligns the training program with the objective of the organization.  

   Uses of Training Methods

  • The training methods are used to design the appropriate training program for the organization.
  • As the training methods are decided based on the objective of the training program, the HRM department often uses training methods to address the weakness of the employees.
  • The training methods are used to improve the employee satisfaction and morale
  • The innovative training methods are also used to enhance the image of organization in the market as a better employer.

As there is no single method to deliver training, trainers continue to search for the best method to present targeted information to trainees. With the ever-changing technological advances of our time and the continual development of learning theories, there are now more options than ever before in how we train.

Types of Training Methods?

Over a period of time the training methods have changed a lot. Based on the requirement of the company, now training methods can be selected from variety of options. A lot of companies implement different training methods for various team, departments and groups of employees. It is important in Training and Development Process to select the training methods as per the needs and desired outcome from the training program. Training methods are categorized as traditional and modern methods. 

Traditional Training Methods

Traditional types of training methods are commonly used in ample amount of companies. They are simple to implement and requires less tools. Here are three primary types of traditional training methods:

Off the Job Training Methods    -  On the Job Training Methods     -  Interactive Training Methods

  • Off the job Training

Classroom learning is a way of off-the-job training. Here groups of employees go through different presentations, activities, case study assessments to learn more about their job. The information about vision and mission of the company and the company policy is also conveyed to the employees during off-the-job training. This type of training provides rich learning opportunity to the employees, however due to cost issues many companies avoid arrangement of such training programs.

2. On-The-Job Training

During on-the-job training the employees are involved in the real work activities and learn through experience. It provides rapid learning experience and improves bonding among team members. However some employees find this method of training very stressful and fail to learn or fail to perform on the job.

3. Interactive Training

The interactive training ensures that employees are actively involved in the learning process. The training includes simulation, scenarios, games and quizzes. In order to practice a new skill the employee get a realistic work scenarios and thus employee can apply their knowledge before actually working on the real job. The method is quite time consuming and the employee’s needs constant feedback from the trainer to move further in the training program. 

Modern Training Methods

After globalization now technology is key to every process. Thus, the modern types training methods include online and computer based training. Another need of training is on the social front, as in the company now people from different backgrounds, cultures work together it is important to develop the social skills and team work among the employees.

Social Learning Methods     -    Online Training Methods     -     Outdoor Training Methods

1. Social Learning

Social learning methods are a process in which employees learn through observation, imitation and modeling their behavior. It is a effective training method for overall development of the employee, it enhance the problem solving skills and employees acquire empathy about their team members.

2. Online Training

If you want to training large number of employees in an effective manner, then online training is an answer for you. Online workplace training includes eLearning courses, videos, webinars which present information in front of employees and also test their acquired skills. Basic PC-based programs, Interactive multimedia training and web-based training programs are different types of online training.

3. Outdoor Training

Many large companies are now using outdoor training as a tool to improve teamwork skills among their employees. It is termed as a break from work and classroom learning. The training includes adventure like group of employees can live outdoors and engage in activities such as mountain climbing or whitewater rafting. The training is a social activity in which employees get to know each other.

On The Job Training Methods

For the training of non-managerial level of employees most of the organizations use on the job training methods. As compared to classroom training the on the job training is quite easy to execute as employee will be available in the actual work environment. On the job training is used when organization wants the employee to be productive immediately after joining the job. The core of on the job training is development through job performance. It provides opportunity to new employee to build good relationship with their working team while learning in the early days.  

Different types of On-the-job training methods are as given below:

1. Job rotation: Job rotation involves regular movement of employee from one job profile to another in order to gain experience and knowledge. This method is useful to improve employees skill set and provide them overview of overall organizational working pattern. It also improves the relationship between employees working in different departments of the organization.

2. Coaching: This method includes assignment of mentor or supervisor to each employee who will train the employee, resolve their work related issues and provide feedback on their performance. 

3. Job instructions: It is a systematic training in which the instructor explains each step of doing job to the employee, let them perform and correct them in the case of mistake.

4. Committee assignments: A group of employees are given a work related issue which they should solve by healthy discussion with each other. It is also a way to improve team work among employees. 

5. Internship training: Generally theoretical and practical training is provided to the students of various colleges before they actually start their actual career in corporate world. Most of the time after completions of internship the company offers the student to join them as a employee.

Advantages of On-the-Job Training

  • It is a flexible way to train the employees.
  • It is less expensive as compared to other training methods.
  • It motivates and encourages the employee to learn and perform at work.
  • Not much additional arrangement required to conduct the training of the employee.

Disadvantages of On-the-Job Training

  • The on-the-job training is not properly structured and the training environment is not created.
  • It is difficult for employees to learn when the managers providing on-the-job training lack in training skills.
  • As training and work both is going on hand in hand the performance criteria is not clearly defined.

Off the Job Training Methods

The development activity implemented by the organization which is away from the work field is called as off-the-job training. There are several off-the-job training methods which can be used to train employees. In this type of training the employees can fully concentrate on learn as there will be no work pressure.  

Different types of Off-the-job training methods are given below:

1. Case study method: To impart critical and analytic thinking among employees a business problem is assigned to the employees. The employees can analyze the entire case and provide various possible solutions on the given situation. 

2. Incident method: A real situation is created in the term of incident and the group of employees is asked to make a decision on the given issue. The group discussion is a way to take a decision on the real-life situation.

3. Role play: In a simulated situation the employees are asked to assume that they are playing role of an individual present in a problem. According to the assigned role the different participants interacts and try to resolve the problem.

4. In-basket method: An imaginary company is created and all the information about the activities, products and employees is provided to the trainee. Now trainee has to delegate tasks and prepare schedules for this imaginary company. This task helps to develop situational judgments among employees.

5. Business games: Here group of employees are asked to discuss the activities and functions of an imaginary organization. It helps to improve decision making and team work among employees.

6. Grid training: It is a kind of phased training program which last for 6 years. It includes development, implementation and evaluation of various training aspects.

7. Lectures: For large number of employees attending the training, lecture method is very useful. An expert explains various job related concepts and principles to the employees through face to face lectures.

8. Simulation: An imaginary situation act as a simulator to the employee and they have to take immediate action on the situation. It helps in development of strategic way of thinking on different aspect of organization.

9. Management education: Companies collaborate with various bachelors and postgraduate institutes which provide high education to the employees.

10. Conferences: A conference acts as a place where people working in the same field meet up and shares their unique ideas with each other. It is a best way to know about the latest updates in the industry.

Advantages of Off-the-Job Training

  • The normal operation of organization remains undisturbed
  • Trainers who provide training are well qualified and experienced.
  • The training program is properly drafted and well organized.

Disadvantages of Off-the-Job Training

  • The training is artificial in nature and not directly in context to the work.
  • It is quite expensive to implement
  • The work hours of the employees is lost which can lead to lost productivity of the organization.

Learn More for Training & Development:

# What is Training?               # Training Strategy               # Training Needs Analysis

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Best 11 Training and Development Methods and Benefits

Training and development methods are one of the major focus areas of the Human Resource Department . Training activities of the organization must increase the skill level of the employees which enables employees to perform better. On the other hand, training and development methods increase employees’ loyalty toward the organization. Organizations can implement different training and development programs for employees. It will give a good result if overall training and development programs could be designed through proper training need analysis.

Suggested: 5 Effective Methods for Training Evaluation

Training and Development

Employee training and development is an integrated process that aims to contribute to an organization’s efficiency by increasing the knowledge and competencies of the employees. Training and development provide a learning opportunity for further career growth of the employees. The terms “training” and “development” are used together to describe the overall employee learning process. Training refers to the activities taken by the organization to improve the present knowledge and skills of the employees for performing a job better. Training is always considered an employee engagement activity of the organization. Development is the organized activity or educational process which focuses on the growth of managerial-level employees.

Major Differences Between Training and Development

Training and Development Methods for Employee

There is a large number of training and development methods for different levels of employees. The various training and development methods can be classified into major 2 categories, such as-

  • On-the-Job Training Methods
  • Off-the-Job Training Methods

According to the on-the-job training method, training is provided during the working period to the employees. In this training method, the organization initiates actions to improve employees’ competency so that employees can perform better in their current position. On-the-job training method includes-

(1) Job Rotation

Job rotation is a kind of experience-based training in which an employee moves through a series of jobs in order to achieve a broad range of knowledge and competencies to perform better. The job rotation process is most useful in small-scale businesses. Different skills set is required to perform different types of job. So, when an employee is rotated through different jobs and acquired different knowledge from this job rotation. In the job rotation method, employees perform different sets of responsibilities for a specific period of time. Mentionable that no changes in the pay scale occurred during the job rotation process.

(2) Job Instructions Training (JIT)

The job Instruction Training (JIT) method was developed during World War II to train supervisors in large numbers in a short period of time by the War Manpower Commission. The job instruction method helps to build employee competency as the supervisor or trainer provides the necessary instruction to improve the quality of work. He delivered the right ways or steps through which an employee can easily complete the defined tasks with quality. This JIT method is too much helpful for new employees, as they get the opportunity for practical learning and competency development.

(3) Committee Assignment

Committee assignment is a method of training where employees solve real-life organizational problems through brainstorming. Here, organizations arrange meetings and create an individual committees for solving real-life organizational problems. Committee members try to solve those problems as assignments through teamwork. The overall process increases their level of competency and trust.

(4) Coaching

Coaching is an effective training method where employees can gather both theoretical and practical knowledge. Some organizations conduct coaching sessions through the outside trainers and some do that by their own coach or trainer.

Read: Top 5 Steps of Human Resource Planning Process

Benefits of On-the-Job Training Method

  • Improves employee competency through practical learning sessions.
  • It’s an inexpensive training method.
  • Employees enjoyed more as the training environment is flexible and the trainer is formed in-house personnel most of the time.
  • No work disruption occurred.
  • Found employees more engaged than in other types of training.

The off-the-job training method is widely used all over the world. In this type of training method, the organization arranges training for the employees at a different location which is away from the actual workplace. Employees receive theoretical knowledge from this training session. This kind of off-the-job training session enables employees to share their innovative ideas for organizational development. Off-the-job training method includes-

(1) Lectures Method

The lecture method is the oldest and most commonly used technique for training. The lecture method is very popular to train the white-collar or managerial-level employees of the organization. In this method of training, trainers deliver pre-developed lectures on specific topics. This method is suitable for developing the basic theoretical knowledge that must need to acquired before practice. This method is suitable for large audiences as audiovisual aids are used here for learning purposes.

(2) Conference Method

The conference method combines the presentation of information for participation in small groups with the objectives of developing problem-solving and decision-making capabilities and learning about new and complex materials.

(3) Vestibule Training Method

Vestibule Training Method is mostly used to train technical staff, office staff, and employees who deal with different tools and machines in the workplace. As this training program is conducted outside the workplace, employees can learn to handle the equipment. This training method is very famous for manual workers and it is arranged for the employees when new equipment or tools are introduced in the organization.

(4) Case Study Method

In case study method, employees deal with an issue by taking it as an assignment or case study and coming out with a solution. Employees find out solutions for the case through in-depth analysis and creative thinking that improves employee competency.

(5) Incident Method

In the incident method, real incidents are presented to the employees to find out the solution through them. It may be through individual opinion or group discussion or both.

(6) Simulation Method

This is one of the most renowned off-the-job training methods. In this simulation training method, specially designed equipment or machine seems to be used for improving employee’s operative knowledge and skills focusing on proper use in the real field. Simulation training is mainly provided through computers or virtual reality devices. Simulation methods are generally used where very expensive machinery or types of equipment are used for performing the job.

(7) Outward Bound Training (OBT) Method

In OBT Method, it is required for the managers and staff live in cabins or tents for a certain number of days which is situated outside the workplace. Participants have to attend different tests to know their survival skills. They learn about their own capability, potential, personality, creativity, and leadership. Outward Bound Training (OBT) is one of the most expensive training and development methods. Outward Bound Training (OBT) method is most popular in the developed country.

Benefits of Off-the-Job Training Method

  • Employees can share their innovative ideas for the development of the organization.
  • The method is stress-free from present job pressure.
  • Highly time-saving methods.
  • It’s an economical training method.
  • Provides a comfortable learning environment.

Major Differences Between On-the-Job and Off-the-Job Training Methods

Training and Development Objectives

There are lots of training and development objectives and some major objectives are defined below-

  • To create a learning environment in the organization,
  • To improve employee’s overall skill for performing jobs better,
  • To increase the knowledge and competency of the employees,
  • To manage the goal achievement strategy of the organization,
  • To improve employee engagement towards work and productivity.
  • To improve organizational performance,
  • To ensure organizational sustainable growth,
  • To reduce employee absenteeism and accidents,
  • To keep a better work environment,
  • To increase quality and productivity etc.

Proper implementation of training and development methods can create a positive contribution to organizational growth. Training and development programs can make employees motivated, engaged, and productive. Considering the overall benefits of training and development methods, every small and large-scale organization should implement effective training and development programs for employees.

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Types of Training and Development Methods

There are several training and development methods available. The use of a particular method depends upon the criteria which accomplishes training needs and objectives.

There are various training and development programs which are held in the organization to train the employees according to nature of their jobs. Training and development methods are classified into two categories;

I. On-the-job Methods

On the job method is the heart and soul of all training in any organization. It is the most universal form of employee development.

It is traditional mode of training which is designed to enhance the knowledge and learning of employees to perform their job properly under the guidance and supervision of trained instructor.

Job instruction training;

This technique of training was developed during the world war II. It is basically used to teach the workers how to perform their current jobs. A trainer, supervisor and co-worker can act as a coach.

It is continuous learning process by doing. Coaching involves direct instruction, guidance, extensive demonstration and continuous critical evaluation and correction.

It is a kind of the daily training and feedback is given to employees immediately by their coach or supervisor.

In this method, a senior person in the organization takes the responsibility of training as well as grooming of a junior.

A mentor acts as a teacher, guide, counselor, philosopher, and facilitator of the juniors.

Whenever any problem arises to juniors to perform their work than mentor helps them to overcome to that problem through his experience and fine sense of opinion.

Job Rotation;

Position rotations training is broadening of the background of the trainees in the organization.

Through job rotation method a employee understand the larger perspective and different functional areas of the organization.

Special Projects;

This method of training give the chance to the trainees to work on some projects related with departmental objectives.

Through this method the trainees will acquire the knowledge about the assigned work and also learn how to work with others.

Committee Assignment;

In this, the trainees become the members of the committee in the organization. The committee assigned a problem to discuss and make recommendations according to that.

Training and development methods

II. Off-the-job Methods

Another part of training and development methods is off the job method. In this method the trainees have to leave their jobs and workplaces to learn and acquire knowledge related to their work which will enhance their working abilities.

Special courses and lectures;

Being a traditional method it is most popular method of developing personnel even today. These types of courses and lectures are designed to enhance and improve the knowledge of the trainees.

These courses and lectures are designed by any management or professional school.

Companies sponsor their trainees to attend these courses or lectures. This the most easy and quick way to provide knowledge to a large group of trainees.

Conferences and Seminars;

In this method, the participants have to share their ideas, suggestions, thoughts, viewpoints and recommendations.

When the trainees attend conference and seminars, they will observe a problem from different angles because the participants are from different fields and sectors.

Selected Reading;

This is the self improvement training technique. The Trainees obtain required knowledge and awareness by reading various business journals and magazines.

Most of the companies have their own libraries. The employees become the members of the professional associations to have awareness of latest development in their respective fields.

Case study method;

In this method, trainees used to analyze the situation/problem faced by a company in the past. Companies have the record of these situation and their solution in a written form.

These types of cases are provided to the trainees where they analyze and discuss the situations/problems and their solution.

The main aim of this method is to identify and diagnose the problem. The participants can suggest the alternate course of action according to them.

Programmed instruction/learning;

This is step by step self learning method where the medium may be a text book, computer or the internet.

This is a systematic method for teaching job skills involving presenting questions or facts, allowing the person to respond and giving the immediate feedback to his/her answers.

Brainstorming;

This is creativity training technique, it helps people to solve problems in new and different ways.

In this technique, the trainees are given the opportunity to generate ideas openly and without any fear of judgment.

Once a lot ideas are generated then they are evaluated for their cost and feasibility.

Role Playing;

In this method, a role of is assigned to the trainees in which they have to play a role of another person in an artificially created situation.

For example, a trainee is asked to play the role of a trade union leader and another trainee is required to perform a role of a HR manager.

Through this technique the trainees can understanding each other’s situation in better way by analyzing their work and problems faced by them.

Vestibule Schools;

Well established organization provide training center to the trainees within the organization in which the trainees are given some particular training according to the nature of their job.

A vestibule school is a training center operated by the personnel department. It is a training center produced to deliver the training to new employees in the organization according to the job requirements which are assigned to them.

Apprenticeship Training;

This is a saying that this type of training method started in the middle ages. That time, the people used to work under the guidance of a master craftsman in order to learn and enhance the trade skills.

In apprenticeship training the people improve the skills and become skilled workers through training and classroom instructions given to them.

In-basket Exercise;

In this technique, some memos, directives, e-mails, requests, reports, messages, hand written notes, etc., are given to the trainees by the management, staff members, supervisors and other stakeholders.

Then the trainee task is to review these in basket items, analyze the problem and then take action according to the situation. After taking the action a final report is made in the form of record notes, comments and responses.

Business Games;

Business games involves teams of trainees. The teams discuss and analyze the problem and arrive at decision. In this method, the issues which are related to the sales, inventories, research & development, production, etc are taken up for consideration.

Behavior Modelling;

This is a approach where trainee used to learn special supervisory skill. This is based on the social learning theory in which the trainee can learn new behavior by observing.

In this method the trainee is provided with a special model of behavior and also informed in advance of the consequences of engaging in that type of behavior.

Sensitivity (T-group) Training;

In this type of training, a small group of trainees consisting 10 to 12 persons is formed which meets in an unstructured situation. There is no set agenda or plan.

The main objective of this training are openness with each other, enhance listening skills, trust, support, tolerance, concern and help for others. The trainers serve a catalytic role.

The group formed in this method meets in segregation without any formal agenda. And there is a great focus on inter personal behavior. And then trainers provide honest feedback to members about their interaction with each other.

Multiple Management;

McCormick, president of McCormick & co. of Baltimore introduced the multiple management method of training in 1932. He presented the thought of organize a junior board of directors.

Authority is given to the junior board members to discuss any problem that could be discuss in senior board and give recommendations to senior board. Innovative and productive ideas became available for senior board.

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Training Methods in Human Resource Management

Training Methods in Human Resource Management

On-the-job training methods

This type of training also known as job instruction training is most commonly used as a method. Under this method, the individual is placed on a regular job & taught the skills necessary to perform the job.

Following are the job training methods.

1. Job Rotation

It involves the movement of the trainee from one job to another. The trainee receives job knowledge & gains experience from his supervisor or trainer. This type of training gives an opportunity to the trainee to understand the problem of employees on other jobs & respect them.

2. Coaching

The trainee is placed under a particular supervisor who functions as a coach in training the individual. The supervisor provides feedback to the trainee on his performance & offers him some suggestions for improvement .

3. Job Instruction

This method is also known as step-by-step training. Under this method, the trainer explains to the trainee the way of doing the jobs, knowledge & skill and allows him to do the job. The trainer appraises the performance, provides information & corrects the trainees.

4. Committee Assignment

Under this method, a group of trainees is given and asked to solve an actual organizational problem. The trainees solve the problem jointly and develop teamwork.

Off-the-Job Methods

Under this method of training, the trainee is separated from the job situation and his attention is focused on learning the material related to his future job performance.

1. Vestibule training

In this method, actual work conditions are simulated in a classroom. Material files and needed equipment are also used in training. This type is used for training personnel for clerical and semi-skilled jobs.

2 Role-Playing

It is defined as a method of human interaction that involves realistic behavior in an imaginary situation. This method of training involves action doing the practice. This method is mostly used for developing interpersonal interaction and relations.

3. Lecture Method

The lecture is a traditional & direct method of instruction. The instructor organizes the material & gives it to a group of trainees in the form of a talk. This is beneficial to train a large group of trainees.

4. Conference 

It is a method for clerical, professional & supervisory personnel. This involves a group of people who put forth ideas, examine & share facts, ideas assumptions & draw a conclusion..the success of this method depends on the leadership qualities of the person who leads the group.

5. Programmed Instructions

In recent years this method has become popular the subject matter to be learned is presented in a series of carefully planned sequential. This method is expensive & time-consuming.

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Employee Training Method | Human Resource Management - On the Job Training | 12th Commerce : Chapter 12 : Human Resource Management : Employee Training Method

Chapter: 12th commerce : chapter 12 : human resource management : employee training method, on the job training.

Training Methods

Various methods of training are used to train the employees. It is varying from one organization to another. Various factors like skill requirement, qualification of the candidates, cost and time availability and indepth knowledge should be considered before adopting any given method. There are two principal methods of employee training which are used by the organization as given in the figure.

(I) On the Job Training

On the job training refers to the training which is given to the employee at the work place by his immediate supervisor. In an other words the employee learns the job in the actual work environment. It is based on the principle of “Learning by Doing and Learning While Earning”. On the job training is suitable for imparting skills that can be learnt in a relatively short period of time. The following are the on the job training methods.

i) Coaching Method

In the coaching method of training, the superior teaches or guides the new employee about the knowledge and skills relevant to a given job. In this method superior plays the role of coach or guide and an instructor. Under this method the superior should point out mistakes/lapses committed by the new worker and also advise the remedial measures, to trainees. The trainees can clear their doubts then and there.

committee assignment training method

ii) Mentoring method

Mentoring is the process of sharing knowledge and experience of an employee. The focus in this training is on the development of attitude of trainees. It is mostly used for managerial employees. Mentoring is always done by senior person, it is also one-to-one interaction ,like coaching. Besides the mentor is responsible for the providing necessary support to trainees, and feedback on the performance of trainee.

iii) Job Rotation Method

Job rotation is an important method for broadening the knowledge of executives. Under this method a trainee is periodically shifted from one work to another work and from one department / division to another department / division for a particular period of time. The main aim of job rotation is to expose the employee to various inter related jobs.

committee assignment training method

iv) Job Instruction Techniques (JIT) Method:

committee assignment training method

In this method, a trainer at the supervisory level gives some instructions to an employees to how to perform his job and its purpose.

v) Apprenticeship Training Method:

committee assignment training method

The apprentice or trainee learns the job knowledge and skills from the trainer or superior or senior worker. Generally the apprenticeship training is given to the technical cader like that Mechanics, Electricians, Craftsmen, Welders, Fitter etc., This duration of this training programme ranges from one to five years. The trainee gets the stipend during the training period.

vi) Committee Assignment:

When employees are assigned to committee to address a particular issue, they are able to work closely with other members and committee leader. They gain more knowledge by observing and participating in decision making process.

committee assignment training method

vii) Understudy/Internship Training Method:

A superior gives training to a subordinates or understudy like an assistant to a manager or director. The subordinates learn through experience and observation by participating in handling day to day problems. Basic purpose of internship training is to prepare subordinate for assuming the full responsibilities and duties.

committee assignment training method

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  1. On the Job Training

    committee assignment training method

  2. advantages and disadvantages of committee assignments training method

    committee assignment training method

  3. advantages and disadvantages of committee assignments training method

    committee assignment training method

  4. advantages and disadvantages of committee assignments training method

    committee assignment training method

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    committee assignment training method

  6. advantages and disadvantages of committee assignments training method

    committee assignment training method

COMMENTS

  1. Section 7.2: Different Methods of On-the-job Training

    Apprenticeship training is a more formalized method of training. It combines education learned in the classroom with supervised on-the-job work. Most apprenticeship programs take up to 3-4 years until they are considered complete in that trade or profession. ... Committee Assignments. Committee assignments are when a group of trainees are asked ...

  2. Training Methods: Coaching, Job rotations & Instructions ...

    (d) Committee assignments. Under this method of training, the organization organizes a meeting or seminar of workers where they get a real life problem of the organization. The organization asks them to take it as an assignment and try to solve it with their wits. Hence, it leads to the generation of teamwork, leadership qualities, etc. among ...

  3. On the Job Training Methods

    Committee assignments refer to the method in which the trainees are asked to solve an actual organizational problem. In committee assignments, trainees have to work together in a team and offer solution to the problem. This method of training helps the trainees to develop team spirit to achieve a common organizational goal. Method # 6.

  4. On-the-job training methods (Workplace training)

    (d) Committee Assignments: Under the committee assignment, group of trainees are given and asked to solve an actual organisational problem. The trainees solve the problem jointly. It develops team work. (e) Apprenticeship: Apprenticeship is a formalized method of training curriculum program that combines classroom education with on-the-job work ...

  5. On-the-job training examples (With benefits and tips)

    Committee assignment Committee assignment training is when a superior asks a group of employees to form a committee and complete a task. Often, this task involves copious amounts of planning, research and problem-solving. Committee assignment training has several benefits, including bringing employees closer together, improving employees ...

  6. Committee work as intentional professional development and learning

    As a committee member, approach the committee — and its accompanying assignments and work — through the lens of learning. Instead of thinking about the tasks, think about what you can learn by being part of the group. Instead of perceiving the committees as more work, think about them as an opportunity for growth.

  7. Top 8 On The Job training Methods

    4) Committee Assignments. In committee assignments, trainees are required to find solutions for the actual organizational problems. All the trainees have to work together as one to find and offer a solution to the said problem. This method also generates a sense of team spirit within the employees which eventually takes the whole organization ...

  8. 9 Essential Techniques for Effective Management Training

    Business management games are a training method for both new and experienced managers. It is a creative way to provide managers with the opportunity to develop their skills in a safe environment. ... Committee assignments. With this method, trainees have to work together in a team to solve an actual organizational problem. This develops team ...

  9. Different Employee Training and Development Methods

    On-the-Job Training Methods 1. Job instructions: It is received directly on the job, and so it is often called "on-the-job" training (OJT). ... Committee assignments: Committee assignments provide opportunities to an employee for: Decision-making; Learning by watching others;

  10. Section 3. Delivering a Training Session

    Training for impact: How to link training to business needs and measure the results. San Francisco: Jossey-Bass. Powers, B. (1989). Instructor Excellence: Mastering the delivery of training. San Francisco: Jossey Bass. Quinlivan, D., & Renner, P. (1994). In search of solutions: 60 ways to guide your problem-solving group. San Diego, CA ...

  11. On-The-Job-Training: 6 Strategies To Implement Your Training Plan

    Committee assignments. Committee assignments usually involve many trainees. The trainer assigns the trainees a real company problem and asks them to solve it. This kind of training encourages teamwork, promotes company culture, and helps the trainees develop new skills and relationships with their co-workers. Internship

  12. Methods of Management Development

    Committee assignment may provide the necessary general background to the trainees because every member of the committee gets a chance to learn from others. It is an important device of educating the executives to acquire general background and to change their behaviour towards the selected problem. (2) Off-the-Job Training Methods: 1. Special ...

  13. On the Job and Off the Job Training Methods of Executive Development

    This training method is used to teach the trainees, behavioural and non-motor skills. The subject matter is prepared and arranged in a logical and sequential manner for the trainees to understand and follow better. ... Committee Assignment: A committee is a group of executives appointed to investigate, take action, make recommendations ...

  14. Committee Assignments: Theories, Causes and Consequences

    Committee assignments are the behavioural manifestation of legislative organisation, a process by which 'resources and parliamentary rights [are assigned] to individual legislators or groups of legislators' ( Krehbiel, 1992, p. 2). Our specific focus is on understanding which members sit in which committees, why, and with what consequences.

  15. Employee Development Training and Methods

    g. Committee Assignment: (i) Committee assignments allow the employees to share in decision making, to learn by watching others and to investigate specific organizational problems. (ii) Temporary committees often act as a taskforce to discuss a particular problem, ascertain alternative solutions and recommend particular solutions.

  16. Training Methods, Types of on the job n off the job Training and

    Training Methods includes types of on the job and off the Job Training and Development Methods. Training Methods are the techniques used in HRM to enhance skill and knowledge of an employee. ... Committee assignments: A group of employees are given a work related issue which they should solve by healthy discussion with each other. It is also a ...

  17. Best 11 Training and Development Methods and Benefits

    (3) Committee Assignment. Committee assignment is a method of training where employees solve real-life organizational problems through brainstorming. Here, organizations arrange meetings and create an individual committees for solving real-life organizational problems. Committee members try to solve those problems as assignments through teamwork.

  18. About the Committee System

    The committee assignment process in the Senate is guided by Senate rules as well as party rules and practices. Senators are formally elected to standing committees by the entire membership of the Senate, but in practice each party conference is largely responsible for determining which of its members will sit on each committee. Party ...

  19. Training and development Methods

    This method of training give the chance to the trainees to work on some projects related with departmental objectives. Through this method the trainees will acquire the knowledge about the assigned work and also learn how to work with others. Committee Assignment; In this, the trainees become the members of the committee in the organization.

  20. Training Methods in Human Resource Management

    3. Job Instruction. This method is also known as step-by-step training. Under this method, the trainer explains to the trainee the way of doing the jobs, knowledge & skill and allows him to do the job. The trainer appraises the performance, provides information & corrects the trainees. 4. Committee Assignment.

  21. PDF MBEIII

    Training Methods • Formal training methods includes On the job training - covering job instruction training, coaching, mentoring, job rotation apprenticeship training, committee assignments etc . • Off the job - lectures, conference, stimulation exercises & programmed instruction 10 For Internal Circulation and Academic Purpose Only

  22. Ch 7 on-the-job training methods Flashcards

    a formalized, structured, and systematic approach to on-the-job training that consists of four steps: preparation, instruction, performance, and follow-up. performance aid. a device at the job site that helps an employee perform his/her job. job rotation. a training method in which trainees are exposed to different jobs, functions,and ares with ...

  23. On the Job Training

    Employee Training Method | Human Resource Management - On the Job Training | 12th Commerce : Chapter 12 : Human Resource Management : ... The trainee gets the stipend during the training period. vi) Committee Assignment: When employees are assigned to committee to address a particular issue, they are able to work closely with other members and ...