Implementing On-the-Job Learning (In Action Case Study Series)

Phillips Jack J.

Description

Do You Want to Make Better Use of Your Organizational Resources and Create More Relevant, More Effective Training? The emergence of the knowledge economy has brought new challenges to most organizations. To succeed, organizations have to respond quickly to this continuum of change. Off-the-job training requires a sizeable investment in organizational resources with sometimes questionable outcomes. This book, Implementing On-the-Job Learning, will illustrate how other companies have used and implemented a particular approach to facilitating employee learning in organizations—structured on-the-job learning. Structured on-the-job learning programs have the potential to make better use of your organization’s resources and create training that is more relevant and effective. This casebook should interest anyone involved in human resource development, especially those who make decisions regarding the design and delivery of training programs. The primary audience is practitioners who want to implement on-the-job training programs but have been frustrated in their attempts to find solid, real-life examples. Instructors, students in university and seminar settings, and researchers will also find this book to be a useful reference. Another audience is organization managers who want to make sure that trainers are adequately informed about potential training options. No matter how you plan to use this book, you will find it a valuable tool as you decide how to best meet the training, development, and performance goals of your organization. ASTD is proud to present the 27th book in the IN ACTION Series offering 13 case studies from a variety of organizations. The case study authors are diligently pursuing accountability in their areas of expertise. Through their writing, they share experiences at the forefront of applying leading-edge principles of on-the-job learning.

Sujets

• Efficacité professionnelle
• Business
• Economics
• Training
• Employabilité, métiers et formations

Informations

• Publié par: Association for Talent Development
• Date de parution: 26 mai 2023
• Nombre de lectures: 1
• EAN13: 9781607284918
• Langue: English

Extrait

I N A C T I O N
Implementing On-the-Job Learning

ASTD 34337 6/3/09 3:02 PM Page 1
I N AC T I ONDo You Want to Make Better Use of Your
Organizational Resources and Create More
Relevant, More Effective Training? Implementing
The emergence of the knowledge economy has brought new challenges to most organizations. To succeed,
organizations have to respond quickly to this continuum of change. Off-the-job training requires a sizeable
investment in organizational resources with sometimes questionable outcomes. This book, Implementing
On-the-Job Learning, will illustrate how other companies have used and implemented a particular approach
to facilitating employee learning in organizations—structured on-the-job learning. Structured on-the-job
learning programs have the potential to make better use of your organization’s resources and create
training that is more relevant and effective. On-the-JobThis casebook should interest anyone involved in human resource development, especially those who
make decisions regarding the design and delivery of training programs. The primary audience is
practitioners who want to implement on-the-job training programs but have been frustrated in their
attempts to find solid, real-life examples. Instructors, students in university and seminar settings, and
THIRTEENresearchers will also find this book to be a useful reference. Another audience is organization managers
who want to make sure that trainers are adequately informed about potential training options. No matter
CASE STUDIEShow you plan to use this book, you will find it a valuable tool as you decide how to best meet the
training, development, and performance goals of your organization. LearningFROM THEASTD is proud to present the 27th book in the IN ACTION Series offering 13 case studies from a variety
of organizations. The case study authors are diligently pursuing accountability in their areas of expertise.
REAL WORLDThrough their writing, they share experiences at the forefront of applying leading-edge principles of
on-the-job learning.
OF TRAINING
J ACK J. P HILLIPS
S ERIES E DITOR
R ONALD L. J ACOBS
1640 King Street Box 1443
E DITORAlexandria, VA 22313-2043 USA

Tel [phone] 703.683.8100
Fax [phone]
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Print
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2002‐1
00.Jacobs fm pages 5/29/02 2:58 PM Page iii
Table of Contents
Introduction to the In Action Series........................................................v
Preface..........................................................................................................vii
How to Use This Casebook ......................................................................xi
Implementing Structured On-the-Job Learning .................................1
Ronald L. Jacobs
Leveraging Employee Know-How Through Structured OJT ............9
Apple Computer
Holly Burkett
Structured On-the-Job Training of Non-Licensed Nuclear
Operators.................................................................................................39
Exelon Generation
Jacob Kluch and Steve L. Whatley
Using the Six Sigma Approach to Structured OJT ...........................51
LG Electronics
Chan Lee and Yuh-Soon Yun
Implementing E-Learning Support and Structured Communities
of Practice for Effective Product Development.............................61
Nortel Networks
Randy Maxwell and Tamara J. Mosley
Structured OJT in a Changing Organizational Context .................73
The Corus Steel Works at IJmuiden, the Netherlands
Jan A. de Jong and Leo Bogaards00.Jacobs fm pages 5/29/02 2:58 PM Page iv
Two Case Studies in Training Employees with Employees .............85
Aluminum Production Facility and Aircraft Evacuation Slide
Manufacturer
Joseph Molnar, Brit Watts, and Jack Bryd
Using Structured On-the-Job Training to Inform New
Supervisors of the Organization’s Core Values .............................97
City Hospital
Ronald L. Jacobs
Two Case Studies in a Systematic Approach to Structured
On-the-Job Training for Accelerated, Verifiable Results...........111
Parker Hannifin/United Aircraft Products and Steel Mill,
Northeast Ohio
Eileen M. Smith, David A. Just, and Dean R. Prigelmeier
Structured On-the-Job Training of Field Service Engineers........131
Liebert Global Services
Tony L. Bennett and Jennifer Calvin
Learning Around the Lunchtable: A Sensemaking Mechanism
for Busy Employees in Chaotic Times............................................143
Ludlowe Technology Company
Christie Knittel Mabry
Implementing an E-Learning Management System for
Call Center Employees .......................................................................159
SubmitOrder
Lori Fry and Joni Barnard
Meeting Organizational Change with a Mentoring Program.......167
Ludlowe Technology Company
Christie Knittel Mabry
Transitioning from Unstructured to Structured On-the-Job
Training .................................................................................................183
Kuwait National Petroleum Company
Bader S. Al-Muzaini, Adnan Al-Keane, and Suad Al-Awadi
About the Editor......................................................................................191
About the Series Editor .............................................................19300.Jacobs fm pages 5/29/02 2:58 PM Page v
Introduction to the
In Action Series
ike most professionals, the people involved in HRD are eager
to see practical applications of models, techniques, theories,L strategies, and issues relevant to their field. In recent years,
practitioners have developed an intense desire to learn about firsthand
experiences of organizations implementing HRD programs. To fill
this critical void, the Publishing Review Committee of ASTD
established the In Action casebook series. Covering a variety of topics in
HRD, the series significantly adds to the current literature in the field.
The In Action series objectives are as follows:
• To provide real-world examples of HRD program application and implementation.
Each case describes significant issues, events, actions, and activities.
When possible, actual names of organizations and individuals are
used. Where names are disguised, the events are factual.
• To focus on challenging and difficult issues confronting the HRD field.
These cases explore areas where it is difficult to find information
or where processes or techniques are not standardized or fully
developed. Emerging issues critical to success also are explored.
• To recognize the work of professionals in the HRD field by presenting best
practices. Each casebook represents the most effective examples
available. Issue editors are experienced professionals, and topics are
carefully selected to ensure that they represent important and
timely issues. Cases are written by highly respected HRD practitioners,
authors, researchers, and consultants. The authors focus on many
high-profile organizations—names you will quickly recognize.
• To serve as a self-teaching tool for people learning about the HRD field.
As a stand-alone reference, each volume is a practical learning tool
that fully explores numerous topics and issues.
• To present a medium for teaching groups about the practical aspects of
HRD. Each book is a useful supplement to general and specialized
HRD textbooks and serves as a discussion guide to enhance
learning in formal and informal settings.
Introduction to the In Action Series v00.Jacobs fm pages 5/29/02 2:58 PM Page vi
These cases will challenge and motivate you. The new insights
you gain will serve as an impetus for positive change in your
organization. If you have a case that might serve the same purpose for
other professionals, please contact me. New casebooks are being
developed. If you have suggestions on ways to improve the In Action
series, your input will be welcomed.
Jack J. Phillips
In Action Series Editor
P.O. Box 380637
Birmingham, AL 35238-0637
phone: [phone]
fax: [phone]
email: [e-mail]
vi Implementing On-the-Job Learning00.Jacobs fm pages 5/29/02 2:58 PM Page vii
Preface
he emergence of the knowledge economy has brought about
new challenges to most organizations. The pace of change isT accelerating. Market demand is constantly changing. To
remain competitive, innovation in an organization’s processes and
products has become increasingly critical. To succeed, organizations have
to respond quickly to this ongoing state of change. The implications
are at once relatively simple and challenging. It is simple in that
organizations realize the constant need to identify new areas of
employee competence for doing current and future work. It is
challenging in that achieving this need is usually more easily said
than done. Training programs can be used to address the challenge,
but most training programs, especially those conducted off the job,
require a sizeable investment in organizational resources with
limited outcomes. How to make the best use of the organization’s
resources, all the while carrying out the organization’s mission without
undue disruption, remains an issue of concern for HRD professionals
and managers alike (Jacobs and Jones,