On-The-Job-Training(OJT)

Session Objectives

• By the end of this session you will be able to:

– Train, Coach & Counsel your employees so that

they deliver better performance
– Learn the steps required for identifying
employees who need training and coaching/
counselling
 Performance Measures and
Developmental Needs
• Analyze the subordinate’s KRA’s
• Against each KRA – list competencies
required (knowledge, skills & attitude)
• Against each KRA list the critical
competencies that enable performance (or
lack of critical competencies that disable
performance)
• Draw up a time bound action plan to improve
performance in weaker areas
On Job Coaching Cycle

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Identify Gaps and Classify into
KSA
 Competencies –
Gap Analysis
Competencies reqd. Competencies Gap area Follow-up
for the job demontrated by in competency Action plan
employee
Knowledge
1
2
3
4
Skills
1
2
3
4
Attitude
1
2
3
4
Factors That Influence
Performance

• Skills, Knowledge, Resources

(Can, Can’t)

• Attitude, Motivation (Will, Won’t)

Can Do / Will Do - Grid

Can Do Cant Do
Wont Do Wont Do

Can Do Cant Do
Will Do Will Do
Select Appropriate Style
 Grid and Action Plan
• Can do / Will do Appreciate/ Encourage

• Can’t do / Will do Coach

• Can do / Won’t do Counsel

(if no improvement seen over time, then ultimatum to
improve with threat of disciplinary action)

• Can’t do / Won’t do Replace

 Competencies
Knowledge Gap –
Address through Coaching –
training programs, reference materials like manuals, information booklets,
circular, etc

Skills Gap -
Address through a) demonstrating the task
b) training the person
c) observing and giving feedback focus on drill & practice

Attitude –

Counselling, motivating & in extreme cases threatening disciplinary action and even
dismissal
Discuss with Subordinate
Step Meeting Process
Coaching & Counselling
Step Meeting Process Coaching & Counselling

Step 1: Start the Meeting

– Put the employee at ease

– Define the reason for the discussion in terms of the
performance area that needs improvement
– Define impact of current performance
Step Meeting Process Coaching & Counselling

Step 2: Get Employee’s View

– Seek Employee’s opinion on ways to improve

performance
– Listen to employee’s ideas
– Use active listening to encourage employees to
open up
– Help them think it through
Step Meeting Process Coaching & Counselling

Step 3: Discuss Your Views

– First let the employee know where you agree

– Explain where you disagree
– Offer suggestions on how to improve, building on
the employee’s ideas
– Don’t discuss only your views
– Avoid the authority trap
– Admit your own difficulties where appropriate
 5 Step Meeting Process - Coaching

Step 4: Reach Agreement

– Encourage the employee to explore all possible

solutions
– Summarize where both of you stand
– Ask employees what they feel should be done
– Offer your ideas
– Discuss until best resolution is reached
 5 Step Meeting Process - Coaching

Step 5: Prepare Development Plan

– Summarize agreements
– Agree on an training and development plan
and schedule date
Demonstrate Correct Approach
 Structured OJT Delivery

• Orientation
• Demonstration of Task by You
• Joint execution of Task
 Orientation
• This is a sharing of information meeting to familiarize the
trainee on the material, the task and the schedules
• Step-by-step procedure that will be followed during the
training session
• Outline the training methodology, logistics, assign
material
• Specific performance objective to be accomplished
• At the end of the orientation, both trainer and trainee
agree on the training program
Step 2: Demonstrate the task

• Demonstrate at real life pace to set goal

• Trainee has to achieve this level of proficiency
• Then demonstrate step by step explaining
each one
• Trainee should:
– Understand the purpose of the task,
– Understand Why it is important, and
– How the task relates to the entire job
Step 3: Joint Execution

• Get the subordinate to

– Explain purpose of task

– Explain each component step
– Demonstrate each component step
– List the quality and safety issues

• Assist and Prompt the subordinates wherever

he/she gets stuck or goes wrong
Giving Feedback

• Positives first
• Focus on the actions/ steps
• Evaluative and not destructive
• Actionable and relevant
• Ideally get the trainee to practice again
Get Subordinate to Practice
Getting the Subordinate to practice

• Drill and Practice

• Encourage him to try again if needed
• Respect his efforts and do not play superior
• Gradually withdraw support during task and
let subordinates handle
• Give feedback after the task
 On Job Coaching Cycle

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3 Keys To Good Coaching Sessions

Preparation!

Preparation!

Preparation!
Most Common Coaching Barrier

• Managers fail to document

• Performance problems
Most Common Counselling Barrier

Leader moves into

problem-solving mode
from the start, rather
than listening
Performance Commitments

• I will make sure my employees know what is

expected
• I will document good performance and poor
performance
• I will provide timely feedback
• I will remember that my employees are the
company’s most important assets
 Nothing is more terrible than
activity without insight.

I have never in my life learned

anything from any man who
agreed with me.

In life it is training rather than birth

and counts