OJT

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

- Debrief the trainee. The trainer ensures that the trainee has the understanding of all the sequences involved to complete the steps solo before letting them perform on their own. Any questions still not addressed must be finalized and answered. After the debriefing is complete, a self-critique of the training session by both the trainer and trainee should be conducted to clarify any remaining questions or concerns.

¨ Accessibility ¨ Communication skills

- Both parties should establish a shared mental model. Training, along with the goals that will be set, need to be agreed upon. This gives the trainer verification that the trainee has the knowledge and experience to begin.

Diane Walter, who is the president of Human Performance Applications (HPA) located in Seattle, Washington, alludes to six steps in the OJT cycle. This cycle represents a structured program versus someone who is placed into a position and expected to learn on a self-taught basis, or placed in an expensive group-based training classroom. A structured program is one of the most essential elements in selecting and qualifying OJT trainers (JHPIEGO, 2002). The steps include:

rkers that they think are capable of being a good trainer. The employer might appoint the perso