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Initially, new starters need to have a learning plan as part of their probation or performance agreement. The learning plan details
what, how, when and where of structured training program. It's not sufficient to simply have a learning plan and show trainee start line; there needs to be ongoing, preferably daily task negotiation, goal setting and performance follow-up. If there isn't, direction taken may be too 'loose' to gain high performance outcomes expected ... or indeed any outcomes ... it may simply fade out.
The learning plan will, preferably, have a checklist or diary in which activities to be learnt are listed and may be endorsed when each step is mastered. This lends a sense of achievement for trainees and also provides evidence to managers and supervisors that trainees have mastered their work.
Any procedures manuals or learning guides used should be up-to-date and produced in such a way that they are easily accessed and understood. (The Information Mapping methodology, based on sound instructional design technology is excellent for this type of documentation - see http://www.infomap.com to learn more).
Some organisations allocate one or more of their top performers as full-time or part-time coaches. These people are then available to coach new starters as and when required. One advantage of this approach is that you can up-skill a subject matter expert in training and coaching and have some assurance that what coach teaches is quality practice. This is a sounder approach than just nominating someone on line to do coaching.
By using a structured approach to OJT you should be transferring known skills and knowledge from people who are recognised as high performers to others who inculcate same on-job practices. From one performer you get another. It's far better for organisation's good health and productivity to replicate good practices than to just let everything flow and hope for best which is akin to crossing your fingers as a method of contraception!
The time to teach new staff how you want them to do your work, is as early as possible after they commence work.
Gain Psychological Advantage
When new employees commence there is a 'honeymoon period' in which they are very enthusiastic, keen to impress and ever so willing to learn. It's all new and exciting, and perhaps a pleasant change from monotony of their last job.
When you include them in a structured OJT program, not only do they learn what they need to produce good work for you, but they also gain an impression of your organisation as being 'on ball'. Doubtless they will have worked for others who have simply dumped them in deep water and let them sink and swim. But not you. This is an encouraging experience for them that sets their motivation and direction for rest of their time with you.
Now, what type of on-the-job-training program do you want in YOUR organisation?
Robin Henry is a human resources and development specialist and Internet marketer whose firm, Desert Wave Enterprises, helps individuals and businesses improve their performance by personal development, smart technology and smart processes. Visit DWAVE at http://www.dwave.com.au
