Table of Contents

List of Tables, Figures, and Exhibits xi


Introduction: Getting the Most From This Resource xiv


Why Improve OTJ? xv


Purpose xvii


Overview of the Contents xvii


Pretest: Does Your Organization Need a Planned On-the-Job
Training Program? xix


The Pretest xix


Scoring and Interpreting the Pretest xxi


PART ONE: FOUNDATIONS OF OJT: Building an Effective
Organizational Climate to Support OJT 1


1 The Benefits of Effective On-the-Job Training 3


Unplanned OJT: A Case Study 4


Importance of OJT 5


Coaching, Mentoring, and OJT 7


A Short History of Planned OJT 8


Research on Planned OJT 9


Barriers to OJT 11


Surmounting Barriers to OJT 12


Summary 13


2 Building the Right Foundation: From Identifying Goals to
Establishing an Action Plan 14


Determine Program Purpose 14


Clarify Program Goals and Objectives 17


Identify Program Customers 18


Formulate Program Policy and Philosophy 19


Develop Program Action Plan and Schedule 10


Summary 20


3 Ensuring Sound Management and Consistent Results 21


Oversight Responsibility 21


Rewards and Incentives 23


Budgeting and Funding 25


Record Keeping 26


Summary 27


4 Preparing Trainers and Learners 28


Training the Trainers 28


Training the Learners 35


Summary 41


PART TWO: PREPARING AND DELIVERING OJT 43


5 Discovering Needs: How to Determine When OJT Is Appropriate
45


The DAPPER Model 45


Questions That Determine OJT Needs 46


Summary 57


6 Analyzing Work, Worker, and Workplace: How to Fit the
Training to the Job 59


Work Analysis 59


Worker Analysis 69


Workplace Analysis 74


Summary 74


7 Preparing the Training Plan: How to Develop the Right
Sequence of Activities 76


Steps for Preparing OJT 76


Designing Instructional Materials 80


Summary 93


8 Presenting the Training: How to Conduct the OJT Session
96


Desirable Characteristics of Trainers and Learners 96


Steps Governing OJT Presentation 98


Summary 102


9 Evaluating Results: How to Assess Post-Training Job
Performance 104


OJT and Kirkpatrick?s Levels of Evaluation 104


Level 1: Evaluating Reactions 105


Level 2: Evaluating Learning 108


Level 3: Evaluating Behavioral Change 111


Level 4: Evaluating Organizational Results 114


OJT and the Balanced Scorecard 118


Summary 118


10 Reviewing Aids and Alternatives to OJT: How to Ensure the
Right Mix of Performance Interventions 119


Determining Whether an Aid or Alternative Is Needed 119


Aids to OJT 120


Additional Tools to Support OJT 128


Researching Corporate Culture-Specific Competency Development
Strategies 134


Summary 139


PART THREE: REFLECTIONS ON OJT 141


11 Six Important Success Factors for Comprehensive OJT
Programs 143


Success Factor 1: Avoid Discrimination in OJT 143


Success Factor 2: Enlist the Participation of Key People 144


Success Factor 3: Encourage the Preparation of Current Job
Descriptions?But Plan for the Future 145


Success Factor 4: Integrate Internship, Cooperative Education,
and Apprenticeship Programs with OJT 145


Success Factor 5: Establish Measurable Job Performance Standards
and Objectives and Link Them to OJT 148


Success Factor 6: Plan for Cross-Training and Multiskilling
149


Glossary 153


References 156


About the Authors 167


Index 169


Pfeiffer Publications Guide 179

About the Author

William J. Rothwell is professor in charge of workforce learning and performance in the Workforce Education and Development Program in the Department of Learning & Performance Systems, College of Education, The Pennsylvania State University. He is co-editor of Practicing Organization Development, and author of The Action Learning Guidebook, from Pfeiffer. H.C. Kazanas is professor emeritus of education at the University of Illinois, Urbana-Champaign and now resides in Naples, Florida. Rothwell and Kazanas are the co-authors of Mastering the Instructional Design Process, 3rd edition from Pfeiffer.