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Informationen zum Autor Gary R. Sisson is the founder of Paradigm Corporation, an international consulting practice whose clients include Keystone Foods, Diesel Technology, Northwest Airlines, Synergen, Amoco Production Company, and many others. Prior to founding Paradigm in 1982, he was in charge of management and technical training for Johns Manville Corporation, a Fortune 500 firm with 36,000 employees. Klappentext On-the-Job Training (OJT) is the single most used training method in organizations today. But it is also the most misused-because very few of those doing OJT are ever trained how to do it. In Hands-On Training Gary Sisson draws on his thirty-five years of experience to lay out a simple, systematic approach to OJT that can be understood and applied by anyone in any organization-- managers, line or staff supervisors, employees and both internal and external human resource and training professionals.Traditional On-the-Job Training: Popular but Obsolete If you are reading this you are probably already an on-the-job training (OJT) instructor or preparing to become one. This being the case, you are participating in one of the most powerful processes on earth— that of passing on your own knowledge and skill to others. Your challenge may be to train new workers in “the basics,” or it may be to train experienced employees in new skills. You may be facing the start-up of a new facility or the launch of a new product or service. You might be assigned to help your organization deal with a changing technology or the implementation of improvements to a job. Your challenge could even be “all of the above.” Regardless of the circumstances, training is an important responsibility that sometimes can be as painful as it is rewarding. But the reasons for reading this book are to minimize the pain, to gain insight into the process of on-the-job training, and to learn from the experience of others who use training to unleash the power of people. On-the-job training is the single most used (and misused) of all approaches to training. It happens whenever an experienced person shows an inexperienced person how to do a job. Sound familiar? It should because just about everyone who has ever held a job has been exposed to on-the-job training in one form or another.2 On-the-job training probably started when one caveman used grunts and gestures to train another caveman on fire starting, spear making, or some other basic skill. You can see it now in a flashback: Ogg sits on a rock, showing Ugoo how to chip away at the flint to make a projectile. Ugoo then tries to make his own spear point while Ogg attempts to help. And there you have it—the dawn of on-the-job training. Today John concentrates on Judy’s screen as she demonstrates how to use a database. Then John tries to duplicate Judy’s computer skill. A lot has changed. Or has it? On-the-job training has a long tradition that dates from the Middle Ages, when mothers trained daughters in skills of the hearth, knights trained squires in military skills, and guilds began training apprentices in the various crafts of their day. Through the Industrial Age and into the age of information, jobs and skills have become increasingly complex, but the method of having an inexperienced person learn from an experienced person remains essentially unchanged, even today. The traditional on-the-job training method is characterized by four features: 1. Traditional on-the-job training is focused on the work. The instructor’s primary mission is to complete the work at hand. The training is secondary, and little, if any, allowance is made for the presence of a trainee on the job. Thus, if something goes wrong during the training process, the instructor’s priority is to get the work back on track. The trainee is expected to stay out of the way, in the interest of productivity. As long as the work gets done, the instructor can ...
