H O W T O V... ON-THE-JOB TRAINING

H O W T O VA L I D AT E Y O U R
ON-THE-JOB TRAINING
Cathy Landry, CPLP
INTRODUCTION
On-the-job training is a very effective form of training and widely used within the aviation
industry. The most common form of OJT is informal, where a new employee is assigned to work
with an experienced employee and learn the job while doing it.
The purpose in moving from an informal OJT program to a structured OJT program is to verify
consistency of training and standardization of performance. CFR 14 Part 145 (§145.163) requires
certificated Repair Stations to have an employee training program approved by the FAA and the
training program must ensure each employee is capable of performing their assigned tasks.
An operator can show that their internal OJT training qualifies employee performance through
the development and documentation of a structured on-the-job training program.
IS OJT CREDITABLE TRAINING?
On the job training is the predominant form of training in many industries. When training
someone on a hands-on task it is often easier and more effective to ”show and tell” rather than
discussing the task in a classroom setting. When the new employee starts, he/she may be
assigned to work with a more experienced worker to receive on-the-job training and learn how the
tasks are performed at that company. This informal practice assumes the new employee will learn
the skill and knowledge required to perform a job.
But informal on-the-job training using the buddy system often leads to problems that can
significantly and negatively affect your training program and impact business operation. These
problem issues include:
 Lack of a specific list of tasks the trainee needs to be trained on
 Experienced workers have not been trained to be trainers
 Lack of guidelines or instructions to follow when training each task
 Lack of consistent testing procedure to verify trainee has been adequately trained and can
perform the task
 Lack of documentation of completed training
 Transfer of knowledge is inconsistent and based on individual capability and personalities
of the trainers
Although OJT training is very popular, the lack of structure and documentation devalue the
time and effort expended. Trainees may receive different instruction from different experienced
personnel. They may not receive feedback on their performance. Not feeling confident of the
proper process, the trainee’s performance may suffer and morale deflate. Inconsistent training
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processes provide for inconsistent production which negatively impacts many areas of the
business operation.
Moving to a structured OJT program provides strength to a company and validates on-the-job
training by
 Providing consistency throughout the training process
 Capturing the company processes and the wealth of knowledge from experienced
employees into a documented program
 Verifying qualifications to perform work
 Enhancing training standards
 Establishing efficient documentation to meet auditing agency expectations
BUILDING A STRUCTURED OJT PROGRAM
Structured OJT (SOJT) is defined as the planned process of developing documented task-level
expertise and having an experienced employee train a novice employee at or near the actual work
setting.
There are four key factors involved in a structured OJT program –
1. Training is based on the skills identified in the job task or needs assessment
2. Training guidance (courseware, job aid or checklist) is developed for the trainer to
follow
3. Trainee is assessed and training results are clearly documented
4. The trainer follows the guidance material and is qualified to teach
The needs assessment (1) is the foundation of any training program and is necessary to identify
the knowledge and skills that employees must have to perform their job tasks. The needs
assessment answers the question - “What specific skills and knowledge must our employees
possess in order to be qualified to do their assigned tasks and provide efficient and quality service
in our operation?”
The needs assessment may be called a needs analysis or job task assessment but it will identify
the skills and knowledge needed by job position.
How detailed should you get? There is no magic number of skills or items that are typically
listed on a needs assessment. Each item should identify a broad task that is trainable and
measurable. During training the task can be broken into smaller segments or steps if necessary for
more effectiveness.
Using the identified tasks and skills on the needs assessment for each job position, guidance (2)
should be developed for the trainer to follow. The material can be as sophisticated as written
lessons plans for each task or as simple as a checklist. The purpose of the written guidance is to
provide consistency for the trainers, that they cover the same material and use the same
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resources for training. Failure to provide written guidelines to trainers will force them to “use
their best judgment” in the training process and open the door for inconsistencies.
As this guidance material is developed and continually enhanced, it becomes a business asset
by documenting organizational knowledge. This provides the consistency within the training
program even as employees come and go.
Based on the skills identified on the needs assessment, each employee should be individually
assessed (3) to determine where training is needed. As in any training program, the results of
training should be tested to verify transfer of knowledge and qualification of the trainee. Trainees
should be evaluated on their skill performance using the guidelines provided to the trainer.
Continued evaluation will determine the retention of knowledge/skill learned. Record of training
accomplished, evaluated and completed should be documented for each trainee.
Another important function of a structured OJT program is qualifying the trainers (4) through a
Train the Trainer program. Besides being an experienced, knowledgeable employee, SOJT trainers
need to possess the skills and attitude to transfer knowledge to trainees in an effective manner.
The best technician does not necessarily make the best trainer. A six-step training process
originally developed in the military is considered a standard for trainers to follow to consistently
deliver structured OJT.
SUMMARY
Developing and implementing a structured on-the-job training program takes time, resources
and commitment. But the results will have long term benefits. The focus on job-specific training
enhances performance and teamwork. SOJT reinforces work relationships and communication.
Learning is immediately relevant to the specific job task. Informal peer training, which can lead to
inefficiency and unsafe methods, is reduced or eliminated.
A structured OJT program that provides consistent training and communicates to each
employee what is expected in their job performance, can improve attitude and increase job
satisfaction. This satisfaction leads to increased productivity and quality of work, a safer work
environment and measurable results in the business operation.
For More Information, contact :
Cathy Landry
Northrop Rice – Aviation Training Solutions
Tel: 281-499-7200
www.northroprice.com
[email protected]
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