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 Page 1 ©Northrop Rice 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 Page 2 ©Alpha Bra vo LLC 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 clandry@northroprice.com Page 3 ©Alpha Bra vo LLC