15 Employee Training and Executive Development I

Dr Anurodh Godha

epgp books

 

 

1. Learning Outcome:

After completing this unit, you will be able to:

  • Understand the need of training for an organization
  • Come across the various aspects of the training design process;
  • Classify the various types of training methods;
  • Understand the on the job, off the job training and their various methods.
  • Point out various factors affecting training decisions;
  • Know about various objectives of employee training and development;
  • Learn and appreciate the significance of employee training;

2. Introduction to Employee Training

Training is a process of learning a sequence of programmed behavior. It is the application of knowledge & gives people an awareness of rules & procedures to guide their behavior. It helps in bringing about positive change in the knowledge, skills & attitudes of employees.

Source: https://www.rec.uk.com/__data/assets/image/0019/318025/REC-Web-Header-Banners-training-jpg.jpg

The term training refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. It forms the core of apprenticeships and provides the backbone of content at institutes of technology (also known as technical colleges or polytechnics). In addition to the basic training required for a trade, occupation or profession, observers of the labor-market recognize the need to continue training beyond initial qualifications to maintain and to upgrade and update skills throughout working life.

It refers to a planned effort by a company to facilitate employees’ learning of job related competencies. These competencies include knowledge, skills, or behaviors that are critical for successful job performance. The goal of training is for employees to master the knowledge, skill, and behaviors emphasized in training programs and to apply them to their day to day activities. Training is seen as one of several possible solutions to improve performance. Other solutions can include such actions as changing the job or increasing employee motivation through pay and incentives.

Thus, training is a process that tries to improve skills or add to the existing level of knowledge so that the employee is better equipped to do his present job or to mould him to be fit for a higher job involving higher responsibilities. It bridges the gap between what the employee has & what the job demands.

Source: https://previews.123rf.com/images/dphiman/dphiman1407/dphiman140700063/30031514-The-word-development-in-cut-out-magazine-letters-pinned-to-a-cork-notice-board-Stock-Photo.jpg

Employee development, however, is a much bigger, inclusive “thing”. For example, if a manager pairs up a relatively new employee with a more experienced employee to help the new employee learns about the job, that’s really employee development. If a manager coaches the employee in an ongoing way, that’s employee development. Or, employees may rotate job responsibilities to learn about the jobs of their colleagues and gain experience so they might eventually have more promotion opportunities. That’s employee development.

In other words employee development is a broader term that includes training as one, and only one of its methods for encouraging employee learning. The important point here is that different activities are better for the achievement of different results. For example, if the desire is provide an employee with a better understanding of how the department works, job rotation might work very well. If the goal is to improve the employee’s ability to use a computer based accounting package direct training would be more appropriate than, let’s say, job rotation.

3. Objectives of Training and Development

Training and development is a subsystem of an organization which ensures that randomness is reduced and learning or behavioural change takes place in structured format, The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, we can classify the training objectives as under:

Source: Designed by Author

A. Individual Objectives – help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization.

B. Organizational Objectives – assist the organization with its primary objective by bringing individual effectiveness.

C. Functional Objectives – maintain the department’s contribution at a level suitable to the organization’s needs.

D. Societal Objectives – ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

The quality of employees and their development through training and education are major factors in determining long-term profitability of a small business. If you hire and keep good employees, it is good policy to invest in the development of their skills, so they can increase their productivity.

Training often is considered for new employees only. This is a mistake because ongoing training for current employees helps them adjust to rapidly changing job requirements. Reasons for emphasizing the growth and development of personnel include

  • Creating a pool of readily available and adequate replacements for personnel who may leave or move up in the organization.
  • Enhancing the company’s ability to adopt and use advances in technology because of a sufficiently knowledgeable staff.
  • Building a more efficient, effective and highly motivated team, which enhances the company’s competitive position and improves employee morale.
  • Ensuring adequate human resources for expansion into new programs.

Research has shown specific benefits that a small business receives from training and developing its workers, including:

  • Increased productivity.
  • Reduced employee turnover.
  • Increased efficiency resulting in financial gains.
  • Decreased need for supervision.

Employees frequently develop a greater sense of self-worth, dignity and well-being as they become more valuable to the firm and to society. Generally they will receive a greater share of the material gains that result from their increased productivity. These factors give them a sense of satisfaction through the achievement of personal and company goals.

4. Process of Employee Training

Training of employees takes place after orientation takes place. Training is the process of enhancing the skills, capabilities and knowledge of employees for doing a particular job. Training process moulds the thinking of employees and leads to quality performance of employees. It is continuous and never ending in nature. Training is given on four basic grounds:

1. New candidates who join an organization are given training. This training familiarizes them with the organizational mission, vision, rules and regulations and the working conditions.

2. The existing employees are trained to refresh and enhance their knowledge.

3. If any updations and amendments take place in technology, training is given to cope up with those changes. For instance, purchasing new equipment, changes in technique of production, computer impartment. The employees are trained about use of new equipments and work methods.

4. When promotion and career growth becomes important. Training is given so that employees are prepared to share the responsibilities of the higher level job.

Training is one of the most profitable investments an organization can make. No matter what business or industry you are in the steps for an effective training process are the same and may be adapted anywhere. The training design process refers to a systematic approach for developing training programs. You will find that all below mentioned steps are mutually necessary for any training program to be effective and efficient.

Source: Designed by Author

Step1 is to conduct a needs assessment, which is necessary to identify whether training is needed. This step identifies activities to justify an investment for training. The techniques necessary for the data collection are surveys, observations, interviews, and customer comment cards. Several examples of an analysis outlining specific training needs are customer dissatisfaction, low morale, low productivity, and high turnover.

The objective in establishing a needs analysis is to find out the answers to the following questions:

  • “Why” is training needed?
  • “What” type of training is needed?
  • “When” is the training needed?
  • “Where” is the training needed?
  • “Who” needs the training? and “Who” will conduct the training?
  • “How” will the training be performed?

By determining training needs, an organization can decide what specific knowledge, skills, and attitudes are needed to improve the employee’s performance in accordance with the company’s standards.

The needs analysis is the starting point for all training. The primary objective of all training is to improve individual and organizational performance. Establishing a needs analysis is, and should always be the first step of the training process.

Step 2 is to ensure that employees have the motivation and basic skills necessary to master training content. This step establishes the development of current job descriptions and standards and procedures. Job descriptions should be clear and concise and may serve as a major training tool for the identification of guidelines. Once the job description is completed, a complete list of standards and procedures should be established from each responsibility outlined in the job description. This will standardize the necessary guidelines for any future training.

Step 3 is to create a learning environment that has the features necessary for learning to occur. This step is responsible for the instruction and delivery of the training program. Once you have designated your trainers, the training technique must be decided. One-on-one training, on-the-job training, group training, seminars, and workshops are the most popular methods.

Before presenting a training session, make sure you have a thorough understanding of the following characteristics of an effective trainer. The trainer should have:

  •  A desire to teach the subject being taught.
  •  A working knowledge of the subject being taught.
  • An ability to motivate participants to “want” to learn.
  • A good sense of humour.
  • A dynamic appearance and good posture.
  • A strong passion for their topic.
  • A strong compassion towards their participants.
  • Appropriate audio/visual equipment to enhance the training session.

For a training program to be successful, the trainer should be conscious of several essential elements, including a controlled environment, good planning, the use of various training methods, good communication skills and trainee participation.

Step 4 is to ensure that trainees apply the training content to their jobs.

This step will determine how effective and profitable your training program has been.

Step 5 Evaluate the training programme

The evaluations of training programs are without a doubt the most important step in the training process. It will indicate the effectiveness of both the training as well as the trainer. There are several obvious benefits for evaluating a training program. First, evaluations will provide feedback on the trainer’s performance, allowing them to improve themselves for future programs. Second, evaluations will indicate its cost-effectiveness. Third, evaluations are an efficient way to determine the overall effectiveness of the training program for the employees as well as the organization.

The importance of the evaluation process after the training is critical. Without it, the trainer does not have a true indication of the effectiveness of the training. Consider this information the next time you need to evaluate your training program. You will be amazed with the results.

5. Types of Employee Training

Employee Training generally can be categorized as follows:

Source: Designed by Author

5.1 On-the-job Training

The most frequently used method in smaller organizations that is on the job training. This method of training uses more knowledgeable, experienced and skilled employees, such as mangers, supervisors to give training to less knowledgeable, skilled, and experienced employees. It can be delivered in classrooms as well. It takes place in a normal working situation, using the actual tools, equipment, documents or materials that trainees will use when fully trained. On-the-job training has a general reputation as most effective for vocational work.

Informal On the Job Training is characterized by following points

  • It is done on ad-hoc manner with no formal procedure, or content
  • At the start of training, or during the training, no specific goals or objectives are developed
  • Trainers usually have no formal qualification or training experience for training
  • Training is not carefully planned or prepared
  • The trainer are selected on the basis of technical expertise or area knowledge

Formal OJT programs are quite different from informal OJT. These programs are carried out by identifying the employees who are having superior technical knowledge and can

effectively use one-to-one interaction technique. The procedure of formal on the job training program is:

1. The participant observes a more experienced, knowledgeable, and skilled trainer (employee)

2. The method, process, and techniques are well discussed before, during and after trainer has explained about performing the tasks

3. When the trainee is prepared, the trainee starts performing on the work place

4. The trainer provides continuing direction of work and feedback

5. The trainee is given more and more work so that he accomplishes the job flawlessly

The major four techniques for on the job development are:

Source: Designed by Author

A. Coaching is one of the training methods, which is considered as a corrective method for inadequate performance. According to a survey conducted by International Coach Federation (ICF), more than 4,000 companies are using coach for their executives. These coaches are experts most of the time outside consultants.

A coach is the best training plan for the CEO’s because

  • It is one to one interaction
  • It can be done at the convenience of CEO
  • It can be done on phone, meetings, through e-mails, chat
  • It provides an opportunity to receive feedback from an expert
  • It helps in identifying weaknesses and focus on the area that needs improvement

This method best suits for the people at the top because if we see on emotional front, when a person reaches the top, he gets lonely and it becomes difficult to find someone to talk to. It helps in finding out the executive’s specific developmental needs. The needs can be identified through 60 degree performance reviews.

Procedure of the Coaching

The procedure of the coaching is mutually determined by the executive and coach. The procedure is followed by successive counseling and meetings at the executive’s convenience by the coach.

1. Understand the participant’s job, the knowledge, skills, and attitudes, and resources required to meet the desired expectation

2. Meet the participant and mutually agree on the objective that has to be achieved

3. Mutually arrive at a plan and schedule

4. At the job, show the participant how to achieve the objectives, observe the performance and then provide feedback

5. Repeat step 4 until performance improves

For the people at middle level management, coaching is more likely done by the supervisor; however experts from outside the organization are at times used for up and coming managers. Again, the personalized approach assists the manger focus on definite needs and improvement.

B. Mentoring is an ongoing relationship that is developed between a senior and junior employee. Mentoring provides guidance and clear understanding of how the organization goes to achieve its vision and mission to the junior employee.

The meetings are not as structured and regular than in coaching. Executive mentoring is generally done by someone inside the company. The executive can learn a lot from mentoring. By dealing with diverse mentee’s, the executive is given the chance to grow professionally by developing management skills and learning how to work with people with diverse background, culture, and language and personality types.

Executives also have mentors. In cases where the executive is new to the organization, a senior executive could be assigned as a mentor to assist the new executive settled into his role. Mentoring is one of the important methods for preparing them to be future executives. This method allows the mentor to determine what is required to improve mentee’s performance. Once the mentor identifies the problem, weakness, and the area that needs to be worked upon, the mentor can advise relevant training. The mentor can also provide opportunities to work on special processes and projects that require use of proficiency.

Some key points on Mentoring

  • Mentoring focus on attitude development
  • Conducted for management-level employees
  • Mentoring is done by someone inside the company
  • It is one-to-one interaction
  • It helps in identifying weaknesses and focus on the area that needs improvement

C. Job Rotation:

Source: https://s3.amazonaws.com/media.eremedia.com/uploads/2016/03/11142828/Fotolia_63949454_S-700×467.jpg

 

For the executive, job rotation takes on different perspectives. The executive is usually not simply going to another department. In some vertically integrated organizations, for example, where the supplier is actually part of same organization or subsidiary, job rotation might be to the supplier to see how the business operates from the supplier point of view.

  • Learning how the organization is perceived from the outside broadens the executive’s outlook on the process of the organization. Or the rotation might be to a foreign office to provide a global perspective. For managers being developed for executive roles, rotation to different functions in the company is regular carried out.
  • This approach allows the manger to operate in diverse roles and understand the different issues that crop up. If someone is to be a corporate leader, they must have this type of training. A recent study indicated that the single most significant factor that leads to leader’s achievement was the variety of experiences in different departments, business units, cities, and countries.
  • An organized and helpful way to develop talent for the management or executive level of the organization is job rotation. It is the process of preparing employees at a lower level to replace someone at the next higher level. It is generally done for the designations that are crucial for the effective and efficient functioning of the organization.

Some of the major benefits of job rotation are:

  • It provides the employees with opportunities to broaden the horizon of knowledge, skills, and abilities by working in different departments, business units, functions, and countries
  • Identification of Knowledge, skills, and attitudes (KSAs) required
  • It determines the areas where improvement is required
  • Assessment of the employees who have the potential and caliber for filling the position

D. Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual and procedural), skills and attitudes development.

 

JIT Consists of Four Steps:

 

Source: Designed by Author

Plan – This step includes a written breakdown of the work to be done because the trainer and the trainee must understand that documentation is must and important for the familiarity of work. A trainer who is aware of the work well is likely to do many things and in the process might miss few things. Therefore, a structured analysis and proper documentation ensures that all the points are covered in the training program. The second step is to find out what the trainee knows and what training should focus on. Then, the next step is to create a comfortable atmosphere for the trainees’ i.e. proper orientation program, availing the resources, familiarizing trainee with the training program, etc.

Present – In this step, trainer provides the synopsis of the job while presenting the participants the different aspects of the work. When the trainer finished, the trainee demonstrates how to do the job and why is that done in that specific manner. Trainee actually demonstrates the procedure while emphasizing the key points and safety instructions.

Trial – This step actually a kind of rehearsal step, in which trainee tries to perform the work and the trainer is able to provide instant feedback. In this step, the focus is on improving the method of instruction because a trainer considers that any error if occurring may be a function of training not the trainee. This step allows the trainee to see the after effects of using an incorrect method. The trainer then helps the trainee by questioning and guiding to identify the correct procedure.

Follow-up – In this step, the trainer checks the trainee’s job frequently after the training program is over to prevent bad work habits from developing. There are various methods of training, which can be divided in to cognitive and behavioral methods. Trainers need to understand the pros and cons of each method, also its impact on trainees keeping their background and skills in mind before giving training.

Advantages of On the Job Training Methods

On the job training method has the following advantages that can be considered:

  • Generally most cost-effective
  • Employees are actually productive
  • Opportunity to learn whilst doing
  • Training alongside real colleagues.
  • Training can be delivered on time and at the optimum time.
  • The trainee will have the good opportunities to practice and implement.
  • The trainee will have feedbacks.
  • Trainee builds confidence by working with own speed and productivity.

5.2 Off-the-job Training

Off-the-job training takes place away from normal work situations — implying that the employee does not count as a directly productive worker while such training takes place. Off-the-job training has the advantage that it allows people to get away from work and concentrate more thoroughly on the training itself. This type of training has proven more effective in inculcating concepts and ideas. There are many management development techniques that an employee can take in off the job. The few popular methods are:


Source: Designed by Author

A. Sensitivity Training is about making people understand about themselves and others reasonably, which is done by developing in them social sensitivity and behavioral flexibility. Social sensitivity in one word is empathy. It is ability of an individual to sense what others feel and think from their own point of view. Behavioral flexibility is ability to behave suitably in light of understanding.

Sensitivity Training Program requires three steps:

Source: Designed by Author

(i) Unfreezing the Old Values: It requires that the trainees become aware of the inadequacy of the old values. This can be done when the trainee faces dilemma in which his old values is not able to provide proper guidance. The first step consists of a small procedure:

  • An unstructured group of 10-15 people is formed.
  • Unstructured group without any objective looks to the trainer for its guidance
  • But the trainer refuses to provide guidance and assume leadership
  • Soon, the trainees are motivated to resolve the uncertainty
  • Then, they try to form some hierarchy. Some try assume leadership role which may not be liked by other trainees
  • Then, they started realizing that what they desire to do and realize the alternative ways of dealing with the situation

(ii) Development of New Values: With the trainer’s support, trainees begin to examine their interpersonal behavior and giving each other feedback. The reasoning of the feedbacks are discussed which motivates trainees to experiment with range of new behaviors and values. This process constitutes the second step in the change process of the development of these values.

(iii) Refreezing the new ones: This step depends upon how much opportunity the trainees get to practice their new behaviors and values at their work place.

B. Transactional Analysis provides trainees with a realistic and useful method for analyzing and understanding the behavior of others. In every social interaction, there is a motivation provided by one person and a reaction to that motivation given by another person. This motivation reaction relationship between two persons is a transaction.

Transactional analysis can be done by the ego states of an individual. An ego state is a system of feelings accompanied by a related set of behaviors. There are basically three ego states:

(i) Child: It is a collection of recordings in the brain of an individual of behaviors, attitudes, and impulses which come to her naturally from her own understanding as a child. The characteristics of this ego are to be spontaneous, intense, unconfident, reliant, probing, anxious, etc. Verbal clues that a person is operating from its child state are the use of words like “I guess”, “I suppose”, etc. and non verbal clues like, giggling, coyness, silent, attention seeking etc.

(ii) Parent: It is a collection of recordings in the brain of an individual of behaviors, attitudes, and impulses imposed on her in her childhood from various sources such as, social, parents, friends, etc. The characteristics of this ego are to be overprotective, isolated, rigid, bossy, etc. Verbal clues that a person is operating from its parent states are the use of words like, always, should, never, etc and non-verbal clues such as, raising eyebrows, pointing an accusing finger at somebody, etc.

(iii) Adult: It is a collection of reality testing, rational behavior, decision making, etc. A person in this ego state verifies, updates the data which she has received from the other two states. It is a shift from the taught and felt concepts to tested concepts. All of us evoke behavior from one ego state which is responded to by the other person from any of these three states.

C. Lecture is telling someone about something. When the trainer begins the training session by telling the aim, goal, agenda, processes, or methods that will be used in training that means the trainer is using the lecture method. It is difficult to imagine training without lecture format. There are some variations in Lecture method. The variation here means that some forms of lectures are interactive while some are not.

(i) Straight Lecture: Straight lecture method consists of presenting information, which the trainee attempts to absorb. In this method, the trainer speaks to a group about a topic. However, it does not involve any kind of interaction between the trainer and the trainees. A lecture may also take the form of printed text, such as books, notes, etc. The difference between the straight lecture and the printed material is the trainer’s intonation, control of speed, body language, and visual image of the trainer. The trainer in case of straight lecture can decide to vary from the training script, based on the signals from the trainees, whereas same material in print is restricted to what is printed. A good lecture consists of introduction of the topic, purpose of the lecture, and priorities and preferences of the order in which the topic will be covered. Some of the main features of lecture method are:

  • Inability to identify and correct misunderstandings

  • Less expensive

  • Can be reached large number of people at once

  • Knowledge building exercise

  • Less effective because lectures require long periods of trainee inactivity

D. Games and Simulations are structured and sometimes unstructured, that are usually played for enjoyment sometimes are used for training purposes as an educational tool. Training games and simulations are different from work as they are designed to reproduce or simulate events, circumstances, processes that take place in trainees’ job.

A Training Game is defined as spirited activity or exercise in which trainees compete with each other according to the defined set of rules. Simulation is creating computer versions of real-life games. Simulation is about imitating or making judgment or opining how events might occur in a real situation. It can entail intricate numerical modeling, role playing without the support of technology, or combinations.

Trainees can therefore experience these events, processes, games in a controlled setting where they can develop knowledge, skills, and attitudes or can find out concepts that will improve their performance. The various methods that come under Games and Simulations are:

  • Behavior-Modeling
  • Business Games
  • Case Studies
  • Equipment Stimulators
  • In-Basket Technique
  • Role Plays

6. Importance of Training

Training is crucial for organizational development and success. It is fruitful to both employers and employees of an organization. An employee will become more efficient and productive if he is trained well. The benefits of training can be summed up as:

A. Improves Morale of Employees- Training helps the employee to get job security and job satisfaction. The more satisfied the employee is and the greater is his morale, the more he will contribute to organizational success and the lesser will be employee absenteeism and turnover.

B. Less Supervision- A well trained employee will be well acquainted with the job and will need less of supervision. Thus, there will be less wastage of time and efforts.

C. Fewer Accidents- Errors are likely to occur if the employees lack knowledge and skills required for doing a particular job. The more trained an employee is, the less are the chances of committing accidents in job and the more proficient the employee becomes.

D. Chances of Promotion- Employees acquire skills and efficiency during training. They become more eligible for promotion. They become an asset for the organization.

E. Increased Productivity- Training improves efficiency and productivity of employees. Well trained employees show both quantity and quality performance. There is less wastage of time, money and resources if employees are properly trained.

7. Summary

The need for training your employees has never been greater. As business and industry continues to grow, more jobs will become created and available. Customer demands, employee morale, employee productivity, and employee turnover as well as the current economic realities of a highly competitive workforce are just some of the reasons for establishing and implementing training in an organization. To be successful, all training must receive support from the top management as well as from the middle and supervisory levels of management. It is a team effort and must be implemented by all members of the organization to be fully successful.

Analysis should focus on the total organization and should tell you (1) where training is needed and (2) where it will work within the organization. Once you have determined where training is needed, concentrate on the content of the program. Analyze the characteristics of the job based on its description, the written narrative of what the employee actually does. Training based on job descriptions should go into detail about how the job is performed on a task-by-task basis. Actually doing the job will enable you to get a better feel for what is done. Individual employees can be evaluated by comparing their current skill levels or performance to the organization’s performance standards or anticipated needs.

you can view video on Employee Training and Executive Development I

References

  • Kraut, “Developing Managerial Skill via Modeling Teachniques”, Personnel Psychology, 29, autumn 1976.
  • W. Group, “Management Development: Coach, Sponsor and Mentor”, Personnel Journal, 59, Nov. 1980.
  • B. Kaye, “Career Development-Anytime, Anyplace”, Training and Development, Dec. 1993.
  • Bernstein, Lesley (Ed.), Management Development, Business Books Ltd., London, 1968, p. 1.
  • Anthony, William P (1993) “Strategic Human Resource Management”. Dryden Press
  • Arthur, Pell (1969), “Recruiting and selecting Personnel”. New York : Regents
  • Beandwell, Ian and Len Holden (1996)”. Human Resource Management” New York : Mac Millian
  • Benardian, John H. and Joyce E.A. Russell (1993), “Human Resource Management, An Experimental Approach” New York : Mc Graw Hill
  • Desslar, Gary (1988), “Personnel Management”, New Delhi, Prentice Hall
  • Dunn, J.D. and Stephens E.C. (1972), “Management of Personnel : Manpower Management and Organizational Behavior, “New York : McGraw Hill
  • Carrell Michael R., Elbert Norbert F., Hatfield Robert D. (1999), “Human Resource Management,” Prentice Hall, Englewood Cliffs, New Jersey.
  • Burack, Elmer H. and Robert D. Smith (1982), “Personnel Management-A Human Resource Systems Approach” New York : John Wiley & Sons
  • Flippo, Edwarrd B. (1984), “Personnel Management”, New York : McGraw Hill
  • Mamoria C.B., Gankar S.V., (2006), “A Textbook of Human Resource Management”, Himalaya Publishing House, New Delhi.
  • Dwivedi R.S., (1997), “Personnel Management in Indian Enterprises”, Galgotia Publising Company, New Delhi.
  • Antony, William P. (1993), “Strategic Human Resource Management”, N.Y Dryden Press.
  • Beach, Dale S. (1980), “Personnel-Management of People at work”. New York : Mc Millan
  • http://www.allencomm.com/resource/what-is-employee-training-development/
  • http://www.yourarticlelibrary.com/employee-management/training-of-employees-meaning-objectives-need-and-importance-employee-management/27909/
  • http://practicehrm.blogspot.in/2009/10/objectives-of-training-methods.html
  • http://www.careerride.com/td-training-and-its-objectives.aspx
  • http://www.creativehrm.com/training-development-goals.html
  • http://www.inc.com/encyclopedia/training-and-development.html
  • https://en.wikipedia.org/wiki/On-the-job_training
  • http://www.businessdictionary.com/definition/on-the-job-training-OJT.html
  • http://study.com/academy/lesson/on-the-job-training-definition-advantages-importance.html
  • http://www.yourarticlelibrary.com/employees/training-methods-on-job-training-and-off-the-job-training-methods/5421/
  • http://www.whatishumanresource.com/off-the-job-methods
  • http://www.yourarticlelibrary.com/human-resource-development/methods-of-training-on-the-job-training-method-and-off-the-job-methods/32369/
  • http://mbamentor.perlmentor.com/off-the-job-training-methods
  • https://www.projectguru.in/publications/difference-between-on-the-job-and-off-the-job-training/