HR Management: Training & Development

HR management: Training & development [video file]. Retrieved from First Post—Module 1

On-the-job training (OJT) is the most common training method used across all organizational levels, where employees learn by performing their job duties under supervision or guidance. This approach offers significant value, primarily because it is directly relevant to employees' roles, immediate, and cost-effective. From a personal perspective, I have observed that OJT fosters practical skills more effectively than classroom training, as it allows employees to contextualize theoretical knowledge within their specific work environment. HR professionals can evaluate the value of OJT objectively by assessing the improvements in employee performance, increased productivity, and achievement of specific learning objectives tied to organizational goals (Burroughs, 2014).

Additionally, metrics such as feedback from supervisors, employee self-assessment, and pre-and post-training performance evaluations help in quantifying the effectiveness of OJT programs. The tangible benefits, including enhanced employee competency and reduced training costs, further validate its value (IUSoutheast, 2009). However, there are inherent problems with OJT, including inconsistency in training quality, dependence on the trainer's skills, and potential disruption of normal work operations. These issues can compromise training effectiveness and threaten employee safety if not properly managed.

To address these problems, HR professionals should implement standardized training procedures, develop comprehensive training manuals, and ensure trainers are adequately prepared (Lussier & Hendon, 2016). For succession planning, OJT can be systematically assessed through competency assessments and individual development plans. Tracking employee progress via performance reviews and establishing mentorship programs facilitates identifying high-potential employees for future leadership roles. Incorporating structured feedback mechanisms and career development discussions ensures OJT remains aligned with organizational succession needs.

In conclusion, OJT is a valuable training tool when properly managed and assessed. It enhances employee skills and readiness for future roles, especially when integrated into a broader talent development strategy that includes formal evaluations and succession planning initiatives.

Paper For Above instruction

HR management: Training & development [video file]. Retrieved from First Post—Module 1

On-the-job training (OJT) is the most common training method used across all organizational levels, where employees learn by performing their job duties under supervision or guidance. This approach offers significant value, primarily because it is directly relevant to employees' roles, immediate, and cost-effective. From a personal perspective, I have observed that OJT fosters practical skills more effectively than classroom training, as it allows employees to contextualize theoretical knowledge within their specific work environment. HR professionals can evaluate the value of OJT objectively by assessing the improvements in employee performance, increased productivity, and achievement of specific learning objectives tied to organizational goals (Burroughs, 2014).

Additionally, metrics such as feedback from supervisors, employee self-assessment, and pre-and post-training performance evaluations help in quantifying the effectiveness of OJT programs. The tangible benefits, including enhanced employee competency and reduced training costs, further validate its value (IUSoutheast, 2009). However, there are inherent problems with OJT, including inconsistency in training quality, dependence on the trainer's skills, and potential disruption of normal work operations. These issues can compromise training effectiveness and threaten employee safety if not properly managed.

To address these problems, HR professionals should implement standardized training procedures, develop comprehensive training manuals, and ensure trainers are adequately prepared (Lussier & Hendon, 2016). For succession planning, OJT can be systematically assessed through competency assessments and individual development plans. Tracking employee progress via performance reviews and establishing mentorship programs facilitates identifying high-potential employees for future leadership roles. Incorporating structured feedback mechanisms and career development discussions ensures OJT remains aligned with organizational succession needs.

In conclusion, OJT is a valuable training tool when properly managed and assessed. It enhances employee skills and readiness for future roles, especially when integrated into a broader talent development strategy that includes formal evaluations and succession planning initiatives.

References

• Burroughs, A. (2014). On-the-job training. Smart Business Cleveland, 25(10), 36.
• IUSoutheast. (2009, July 20). HR management: Training & development [Video file]. Retrieved from First Post—Module 1
• Lussier, R., & Hendon, J. (2016). Developing and managing: Performance management and appraisal. Telania.