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1. The main source of learning on the job is how to#
2. The main source of learning on the job is professional#

Holloway also adds that to gain employee buy-in, trainers must collaborate with all stakeholders to help them “understand the true training needs and expected outcomes and how these align with the organization’s strategic goals.” The support of leaders is essential, but it’s not enough. “First and foremost, senior leaders have to commit to and communicate to the learner and his direct supervisors the value they place on ,” said Holloway. The need to get buy-in is also emphasized by Holloway, who believes the key to winning it is support from the top. If employees don’t see how training will make a difference in their everyday work, they’ll be less interested and more skeptical ─ attitudes that make learning difficult. “The learner’s buy-in at the onset is a hurdle,” she said. Oram also stresses the importance of learner engagement. Describing her experience training employees for Peterson’s, an education content provider, she believes that while the organization valued employee learning, “consistency was a missing ingredient.” The idea that consistency is key to making on-the-job training work is echoed by Fern Oram. “This defeats the culture you are trying to create.” “Scheduling training on an everyday basis and then cancelling sends a message that the training is not important,” he added. Such organizations conduct training when they say they will, and they don’t cancel simply because other projects need attention. Organizations that use on-the-job training effectively are those that commit to it and make it a core value. McLanahan compares the process to building a habit. Clockwork Home Services/Direct Energy’s Vice President of Training Jeff McLanahan said, “The hardest part about integrating learning into employees’ everyday work is consistency.”

Yet while on-the-job training offers clear benefits, putting the concept into practice is difficult. Sometimes, this testing leads not only to better teaching, but also to better processes. The process even lets instructors field-test the ideas and techniques they teach.

They can see how their lessons work in practice and then fine-tune them. On-the-job training helps instructors, too. When learning and everyday work are combined, an employee’s “mind is processing and associating the sights and sounds of the environment with the skills being developed,” she added. Project Management Institute’s Lead Instructional Designer Karen Holloway said, “The in situ experience helps strengthen recall of information in a way that classroom learning can’t.” On-the-job training also improves learning retention.

The main source of learning on the job is how to#

Employees can give immediate feedback about what they don’t understand and offer suggestions about how to improve lessons and processes.

Training becomes something not simply given to employees, but something in which they participate. Learners and teachers work shoulder to shoulder and develop a feeling of pursuing the same goal when training on the job. On-the-job training can break down this wall. This traditional approach puts a wall between what employees learn and what they do.

The main source of learning on the job is professional#