Five Most Important Ways Structured On-the-Job Training Can Reclaim Wealth For an Employer
by Dean Prigelmeier, President of Proactive Technologies, Inc.
In a Proactive Technologies Report article entitled “10 Reasons Structured On-The-Job Training is a Vital and Necessary System for Any Organization,” a few of the many important reasons that structured on-the-job training – at least Proactive Technologies’ version – were explained that should be part of any organization’s operational strategy. Here are 5 ways this approach to worker development that integrates an organization’s existing systems unlocks tremendous wealth and yields substantial returns – just for doing what every employer says they want anyway but most find a reason to avoid it.
Too many employers still, wrongly, believe that they have little in the way of tools and metrics to develop and measure the value of each worker that comes to the organization. No structured training program in place means no one has analyzed the job for the tasks required to be performed, the compliance criteria, the core skills and knowledge necessary to master the tasks, or why a task resides in a job classification. If there is no structure, there is no way to measure what percent of the job a worker has mastered or, if still in development, how well they are progressing to the expected level of job mastery and performance. If no structure or metrics exist, there is nothing to improve or, at least, notice an improvement. And if something goes wrong and worker malperformance is suspected, there is little from which to draw evidence to support a conclusion and proper course of corrective action.
click here to expandInternships of Value – For Employer AND Intern
by Stacey Lett, Director of Operations – Eastern U.S. – Proactive Technologies, Inc.
In my college years, a number of my classmates participated in internships in an effort to gain real-world work skills and experiences, and to be able to add a line to their resumes. Over the years when we compared notes, it seems the results varied from company and by job area. But the common sentiment was that the experiences were not as helpful to building workplace skills and personally fulfilling as they could have been.
According to a NACE (“National Association of Colleges and Employers”) 2015 survey entitled “Internship & Co-op Survey,” “The primary focus of most employers’ internship and co-op programs is to convert students into full-time, entry-level employees (70.8 percent and 62.6 percent, respectively).” So, it appears most employers view internships as a potential recruitment tool and a way of evaluating candidates for employment.
click here to expandWorkforce Development Partnerships with Substance: My Experience
by Randy Toscano, Jr., MSHRM, Executive Director of Human Resources, Paris Regional Medical Center
Partnerships between employers and local educational institutions/training providers are a tricky thing. Not every employer knows clearly what they need nor can they articulate the need, and not every educational institution can understand the need, or has products or services available or relevant enough to make a difference. If either of these realities are present, or worse both of them, it can make worker development partnerships difficult to disappointing.
Employers are closest to the work that they need performed by the worker, which is usually very different from the employer down the road. Yet employers rarely bother to document what makes up that work to articulate it in an understandable way to an educational institution or training provider. If you doubt that, take any of your job classifications and try to explain it in enough detail to train from it.
click here to expandUnderstanding the Important Difference Between Classroom, Online and On-The-Job Training
Knowing the Difference Can Save Your Organization Time, Money and Disappointment
by Dean Prigelmeier, President of Proactive Technologies, Inc.
In the March, 2017 issue of Proactive Technologies Report article entitled, “Thirteen Good Reasons Why Structured On-The-Job Training Should Be Part of Your Business Strategy” I laid out 13 very important reasons employers should seriously consider adding structured on-the-job training to their business strategy. This is based on the supposition that everyone’s definition of “on-the-job training” is similar if not the same, the difference between “structured” and “unstructured” on-the-job training is clear and recognized, and the vast difference between true structured on-the-job training and “classroom” or “online” learning is unquestioned. It also needs to be understood that structured on-the-job training is not interchangeable with classroom and online learning, but rather the “capstone” of applying core skills developed from the latter into mastering units of work for which an employer is willing to pay wages.
There are not many jobs available for which employers are recruiting people who have taken classes, or a lot of classes, as if that is where value lies. If one finds a job like this it is because the employer believes, legitimately or mistakenly, it has a strategy to cultivate those core skills into the performance of work tasks. A task is recognizable by a beginning point, and ending point and a series of steps that, when performed in the right order to the right specification, result in a recognizable and desired outcome. No employer hires people and pays them wages for “being good at math,” “reading exceptionally well,” being aware of safety rules.” Rather they are hoping those skills are current enough, and apply directly enough, to tasks that need to be mastered and work the needs to be done.
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Read the full March, 2020 Proactive Technologies Report newsletter, including linked industry articles and online presentation schedules.
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