CASE STUDY PRESENTATION

THE ONE Jesse Wambugu Lameck Kimani Sylvia Wachira Jane Nguri Yusuf Saleh

5/2/2012

Task
Considering the status of the company and the

challenges it faces, develop an on the job training (OJT) plan that would, if effectively implemented, enable the company to deal with its management and leadership challenges.

5/2/2012

Challenges facing the company

The need to develop critical competencies at the

senior level of leadership to support rapid growth of the business. The need to urgently address management and leadership development gaps

5/2/2012

ON THE JOB TRAINING

On the job training (OJT) is a training method

that is planned, organized, and conducted at the employee's worksite. It offers participants who already have job related skills to learn as they earn. OJT is the primary method used for broadening employee skills and increasing productivity. It is particularly appropriate for developing proficiency skills unique to an employee's job especially jobs that are relatively easy to learn and require locally-owned equipment and facilities.
4 5/2/2012

Why OJT?
Employees learn as they are

engaged in the production process Quick feedback on performance Can use a variety of techniques for best outcomes. Prevents golem effect (Oz &Edden, 1994)
5 5/2/2012

Observation

It happens at all levels where the employee observes the supervisor or senior employees. Usually by management trainees who move from one job to the next and from department to department on a planned interval basis.
5/2/2012 6

Job Rotation

Coaching

The learner is paced through a process of accomplishment. The hows and whys are explained by a subject matter expert (SME).

Apprenticeship Combines class-room instruction and on-the-job training Understudy An experienced worker or supervisor trains the employee.
5/2/2012 7

Special Assignment

Used in training lowerlevel executives.

5/2/2012

IMPLEMENTING OJT
Present the training Put learner at ease Explain the reason for training Encourage dialogue and discussion Relate job to what the trainee has knowledge of Allow the learner to get used to the equipment, materials, tools and terminologies and acronyms at the work place

5/2/2012

 Explain safety, quality and volume Proceed at the normal work pace. Repeat explanations as much as the trainee may need to internalize concepts high light challenges. Allow the learner to explain the steps of executing a task.

10

5/2/2012

 Do a try-out Allow the learner to go through the

process several times.

Run the job at normal pace.

Allow the learner to execute small tasks

at a time until he/she has learned the whole process.

When the learner has gained confidence
11

allow them to do the job but with your close observation.

5/2/2012

 Follow-up
The learner should have a mentor

12

to whom he/she can address questions. Set performance benchmarks and gradually decrease level of supervision Observe carefully and correct any wrong work patterns Compliment good work Maintain training records throughout
JOB TITLE MODULE _____________________ _______________ SN Main Task Task Elements

ON-THE-JOB TRAINING PLAN TEMPLATE

DEPARTMENT _______________ DIVISION ________________ TOTAL TASKS _________________ TASK NUMBER

_______________

Key Points

Task Standards

Skills & Knowledge

Training Guidelines

Explanatory Notes : 1. Main Tasks describe the main activities of the job. 2. Task Elements list the steps in each activity. 3. Key Points list the key points in each task element. 4. Task Standards list the standards to which the tasks are to be performed. 5. Skills and Knowledge list the skills and knowledge to be acquired 6. Training Guidelines list the guidelines for training delivery. 7. OJT Hours provides the estimated time needed for training each task.

5/2/2012

Reference
Oz, S., Eden, D. (1994). Restraining the Golem: Boosting performance by changing the interpretation of low scores. Journal of Applied Psychology. Vol. 79(5):744-754.

13

5/2/2012