The idea of an on-the-job training programme has been around for a while, and it is still one of the most popular ways to develop new staff. This type of programme can be tailored to suit any organisation's particular needs and objectives, but there are some essential aspects that every successful programme should include. This blog post will discuss these essentials and how they can help you get the best out of your on-the-job training programmes.

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1. Programmes Must Be Based On Role Profiles

Role profiles are an essential element of any on-the-job training programme. They help make sure that your new employees' skills, knowledge and abilities are aligned with the tasks they will be performing in their day to day roles.

When developing role profiles, it's crucial to focus on what specific technical competencies a person needs for the role and how these relate to broader business objectives. So, for example, if salespeople have access to specific tools or information, this may boost productivity which is good for the organisation as a whole - not just sales department performance. It's therefore necessary both for organisational purposes, and so you can develop targeted learning activities more effectively.

2. Programmes Should Consider The Different Learning Styles Of Learners

Different people learn in different ways, and it's essential to take these differences into account when planning on the job training programmes. The most widely recognised learning styles are visual, auditory and kinaesthetic - learners who prefer to understand information through reading text, listening or interacting with things such as models.

As well as recognising these basic learning types however there may be specific individuals within your workforce who have more specific requirements. For example, someone whose first language isn't English might prefer written instructions rather than audio ones if they need some additional support understanding their role. Meanwhile, someone working at a computer all day may benefit from interactive e-learning modules which provide opportunities for movement during long periods sitting down.

When designing an on-the-job training programme, it's important to take learning preferences into account. Visual coaching aids such as diagrams and videos can be beneficial while allowing learners to break away from their desks or other workstations for short periods throughout the day is often a good idea.

3. Programmes Should Incorporate Practical Assessment

In any on the job training programme, it's essential to have some form of ongoing assessment which allows you and your team members to monitor progress.

It's a good idea for this type of practical assessment not just to test knowledge or skills but also how well people are getting along with their colleagues and what sort of impact they're having on others around them. This can be done through formal peer reviews conducted during staff meetings, while more informal assessments could include asking employees about how they think someone is performing at regular intervals.

4. Programmes Should Not Be Too Complex

Another critical aspect of an on-the-job training programme is making sure that it's not too complex. If people are being asked to perform a wide range of new tasks or learn lots of information simultaneously, then they may become overwhelmed, which can make it difficult for them to carry out their typical day-to-day duties and learn.

Rather than asking employees to do everything from one big project, you're better off splitting things up into smaller chunks that build upon each other over time. In addition, you should allow enough flexibility in your programmes so that staff members can choose what elements they want to prioritise first. After all, no two people will be interested in (or capable) of learning the same skills when starting a new job.

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5. Programmes Should Be Based On Actionable Outcomes

To ensure that your on-the-job training programmes are effective, they should be based on specific and measurable outcomes.

This means making sure you have a clear idea about what success looks like prior to getting started. For example, suppose a new manager is being trained in coaching techniques. In that case, it's useful for them to know how this will look practically so they can practise these skills with colleagues before having their first session formally with someone else.

By basing your learning activities on actionable outcomes, you'll make the most of the limited time spent by employees and help reduce any confusion or potential misunderstandings that could lead people off track in the future. Also, once an employee has completed their training programme (and/or internal assessment), you should have a timely conversation with them to let them know how they've done. This is important as not only will it make the employee feel valued, but it'll also help provide some closure on what's been achieved while perhaps opening up an opportunity for further development or training if required.

6. Programmes Should Be Adjusted Based On Organisational Changes

Many on-the-job training programmes are flexible enough to be adjusted based on organisational changes, but this must be done in a timely manner.

This can include things like new or updated laws and regulations which need to be followed by staff members. For example, if an organisation with offices overseas is subject to the same data protection rules as those working at home, employees may need extra awareness raised around sharing information electronically via social media channels such as LinkedIn.

It could also involve any organisational restructures taking place where teams have been reassigned, so people now report to someone else (or work alongside different colleagues). This means that your learning programme needs to take these types of changes into account - just for legal compliance reasons but because it will help keep your employees up to speed with other changes happening around them.

Also consider operational changes. You may find that your organisation starts requiring new modes of work or communication, such as more people working from home during the pandemic. Here, you may need to offer training that helps people adapt to new ways of working. For example, you may need to train pharmaceutical staff in carrying out video detailing calls. You can click here to read more about this.

7. Programmes Should Reward Top Performers

Last but not least, your on-the-job training programme should reward top performers to encourage them and set an example for others.

This might be something as simple as a verbal well done, of course; this must be given at the right time, so people know you're sincere about what they've achieved. You can also consider giving out an award or certificate designed around whatever learning activity was undertaken by someone, such as attending a workshop with colleagues from another department. Ensure that your custom certificate printing has a design consistent with your company brand identity. This way, there will be no confusion over whether any acknowledgement made towards one person is exclusive or simply applicable to everyone else doing well too.

The above are just some of the essentials you need to know about putting together an on-the-job training programme which gets results. By thinking strategically, providing flexibility and basing everything upon actionable outcomes while also ensuring that it aligns with any organisational changes, you can minimise time and resources needed to get your staff up to speed, so they're ready for anything.