Synopses & Reviews
No matter what type of organization you work for—an elite Fortune 500 company or a start-up business operating on a shoestring—most of your workplace training will take place in real time and on the job. While most organizations appreciate the value of OJT, they often lack the staff, internal expertise, and other resources to conduct planned training or maintain a staff of training professionals.
This second edition of the best-selling book, Improving On-The-Job Training, provides professional trainers, HR managers, and line managers a hands-on resource for installing a low-cost, low tech approach to planned on-the-job training program that will improve real-time work performance throughout an entire organization. A comprehensive volume, Improving On-The-Job Training
- Offers guidelines for establishing an OJT program.
- Outlines the key management issues that should be addressed when starting up a program.
- Describes effective methods of training the trainers and learners.
- Shows how to identify the need for plan ned on-the-job-training.
- Explains how to analyze work, worker, and workplace OJT.
- Offers vital information for preparing and presenting on-the-job training.
- Illustrates how to evaluate results of OJT.
- Describes aids to planned on-the-job training.
- Includes six valuable lessons about planned OJT programs.
Created to be a practical resource, the book contains in-house training on OJT, a glossary that defines key terms, and a list of references for future use. The book also includes a CD-ROM that contains the book’s worksheets and a train-the-trainer workshop with reproducible slides, a participant guide, and a leader guide.
Review
"A comprehensive guide for those who must address problems of organizational productivity and find skill and knowledge deficiencies that need to be addressed by training.... As a textbook for a university course... the book addresses needs that are common to all those who want to be more effective in operating an on-the-job training program." (David C. Bjorkquist, Department of Vocational and Technical Education, College of Education, University of Minnesota)
"We know that most learning occurs at the workplace. This book provides all the guidance needed for supervisors, HRD professionals, and trainers to help employees improve their performance and increase their contribution to organizational success through planned OJT." (Bill Lowthert, manager, nuclear training, Pennsylvania Power & Light Company)
"Provides the busy HRD professional with all the correct methods and tools for creating and managing a first-class, structured on-the-job training program. This book comes just in time!" (David Dubois, principal partner, Strategic Performance Improvement Associates, and president, Dubois and Associates)
Synopsis
This second edition of the best-selling book, Improving On-the-Job Training, provides professional trainers, HR managers, and line managers a hands-on resource for installing a low-cost, low-tech approach to planned on-the-job training program that will improve real-time work performance throughout an entire organization. A comprehensive volume, Improving On-the-Job Training
- Offers guidelines for establishing an OJT program
- Outlines the key management issues that should be addressed when starting up a program
- Describes effective methods of training the trainers and learners
- Shows how to identify the need for planned on-the-job training
- Explains how to analyze work, workers, and workplace OJT
- Offers vital information for preparing and presenting on-the-job training
- Illustrates how to evaluate results of OJT
- Describes aids to planned on-the-job training
- Includes six valuable lessons about planned OJT programs
A practical resource, the book contains in-house training on OJT, a glossary of key terms, and a list of references for future use. The book also includes a CD-ROM that contains the books worksheets and a train-the-trainer workshop with reproducible slides, and guides for practicipants and leaders.
Synopsis
This book covers exactly what should be done for successful on-the-job training.--Joseph A. Benkowski, technical training manager, Miller Brewing Company
The authors of the classic Mastering the Instructional Design Process offer a complete, step-by-step action guide to establishing or improving a comprehensive on-the-job training program for all job categories.
Professional trainers know that as time becomes a critical strategic resource, just-in-time training--training provided during real time on the job--is proving to be the most effective means of facilitating learning in the workplace. Yet in many organizations, OJT is typically left to supervisors, executives, and other well-intentioned coworkers who lack the necessary skills to plan and execute it successfully.
This research-based guide helps you to:
- Identify needs and establish goals
- Prepare trainees to learn
- Determine when on-the-job training is appropriate
- Plan an on-the-job training program
- Evaluate the results...and much more!
You'll get:
- Checklists
- Hands-on tools
- Case studies
- Charts
- And much more! Don't miss this opportunity to both improve training and save time and money.
Synopsis
A complete, step-by-step action guide to establishing or improving a comprehensive on-the-job training program for all job categories, in any occupation or industry. Can be used both to improve one-on-one OJT conducted by supervisors and as a reference guide for performance specialists and instructional designers. Draws on extensive research that includes a survey of five hundred members of the American Society for Training and Development to go far beyond a simple description of what OJT is. Offers detailed guidance on managing the entire OJT effort, from identifying goals to evaluating OJT's impact on the organization.
Description
Includes bibliographical references (p. 143-155) and index.
About the Author
WILLIAM J. ROTHWELL is associate professor in The Department of Adult Education, Instructional Systems, and Workforce Education and Development at The Pennsylvania State University. He is the coauthor of Improving On-the-Job Training (1994) and Mastering the Instructional Design Process (1992), both from Jossey-Bass. H. C. KAZANAS is professor of education in the College of Education at the University of Illinois, Urbana-Champaign. Rothwell and Kazanas are coauthors of Human Resource Development: A Strategic Approach (1994), /IPlanning and Managing Human Resources (1994), The Complete AMA Guide to Management Development (1993), and Mastering the Instructional Design Process (Jossey-Bass, 1992). (Jossey-Bass, 1992), Planning and Managing Human Resources (1994), and Human Resource Development: A Strategic Approach.
Table of Contents
'List of Tables, Figures, and Exhibits.
Contents of the CD-ROM.
Introduction: Getting the Most From This Resource.
Why Improve OTJ?
Purpose.
Overview of the Contents.
Pretest: Does Your Organization Need a Planned On-the-Job Training Program?
The Pretest.
Scoring and Interpreting the Pretest.
PART ONE: FOUNDATIONS OF OJT: Building an Effective Organizational Climate to Support OJT.
1. The Benefits of Effective On-the-Job Training.
Unplanned OJT: A Case Study.
Importance of OJT.
Coaching, Mentoring, and OJT.
A Short History of Planned OJT.
Research on Planned OJT.
Barriers to OJT.
Surmounting Barriers to OJT.
Summary.
2. Building the Right Foundation: From Identifying Goals to Establishing an Action Plan.
Determine Program Purpose.
Clarify Program Goals and Objectives.
Identify Program Customers.
Formulate Program Policy and Philosophy.
Develop Program Action Plan and Schedule.
Summary.
3. Ensuring Sound Management and Consistent Results.
Oversight Responsibility.
Rewards and Incentives.
Budgeting and Funding.
Record Keeping.
Summary.
4. Preparing Trainers and Learners.
Training the Trainers.
Training the Learners.
Summary.
PART TWO: PREPARING AND DELIVERING OJT.
5. Discovering Needs: How to Determine When OJT Is Appropriate.
The DAPPER Model.
Questions That Determine OJT Needs.
Summary.
6. Analyzing Work, Worker, and Workplace: How to Fit the Training to the Job.
Work Analysis.
Worker Analysis.
Workplace Analysis.
Summary.
7. Preparing the Training Plan: How to Develop the Right Sequence of Activities.
Steps for Preparing OJT.
Designing Instructional Materials.
Summary.
8. Presenting the Training: How to Conduct the OJT Session.
Desirable Characteristics of Trainers and Learners.
Steps Governing OJT Presentation.
Summary.
9. Evaluating Results: How to Assess Post-Training Job Performance.
OJT and Kirkpatrick’s Levels of Evaluation.
Level 1: Evaluating Reactions.
Level 2: Evaluating Learning.
Level 3: Evaluating Behavioral Change.
Level 4: Evaluating Organizational Results.
OJT and the Balanced Scorecard.
Summary.
10. Reviewing Aids and Alternatives to OJT: How to Ensure the Right Mix of Performance Interventions.
Determining Whether an Aid or Alternative Is Needed.
Aids to OJT.
Additional Tools to Support OJT.
Researching Corporate Culture-Specific Competency Development Strategies.
Summary.
PART THREE: REFLECTIONS ON OJT.
11 Six Important Success Factors for Comprehensive OJT Programs.
Success Factor 1: Avoid Discrimination in OJT.
Success Factor 2: Enlist the Participation of Key People.
Success Factor 3: Encourage the Preparation of Current Job Descriptions—But Plan for the Future.
Success Factor 4: Integrate Internship, Cooperative Education, and Apprenticeship Programs with OJT.
Success Factor 5: Establish Measurable Job Performance Standards and Objectives and Link Them to OJT.
Success Factor 6: Plan for Cross-Training and Multiskilling.
Glossary.
References.
About the Authors.
Index.
How to Use the CD-ROM.
Pfeiffer Publications Guide. \n
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