In order for companies to keep an edge and stay ahead of competition, they have to increase their flexibility, use advanced technologies, and most of all, continue to strive for improved responsiveness to their customers' needs. Successes in these areas are critical and can be as simple as having an effective and efficient on-the-job training (OJT) program. OJT refers to an employee responsible to learn a job by actually doing it (Dressler, 2003).
There are numerous ways that OJT can be delivered, but traditionally it has been by supervisors or front-line managers. In today's society there is a need for specific trainers, and selecting those trainers is as crucial as hiring the right person for the job. Some organizations are even seeing the need to have those trainers certified and held accountable to identifiable standards (Walter, 1998). There are clear-cut advantages to certifying a trainer that include the assurance of standardization and consistency of training. They also guarantee that the trainer will possess up-to-date knowledge and skills of the tasks that need to be performed.
On-the-job trainers may be selected in a variety of different ways. Supervisors or peer groups could nominate colleagues or co-workers that they think are capable of being a good trainer. The employer might appoint the person. Employees may volunteer for the position. After the selection process has occurred, nominees or volunteers who were chosen might be interviewed by a committee of human resource professionals and managers who would explain the responsibilities of OJT (Walter, 1998). Another option would be to give the selected individual a test to identify if they have the right skill-sets for the position. The ultimate goal for the person selecting the trainer needs to be aware of the following traits for the candidate:
Technical experience Job-task knowledge
Interpersonal skills Attitu