Good mentors should also be open to learning new things from the fresh perspective of a mentee.įinally, highly effective mentorship programs allow space and time for mentors and mentees to get to know one another so that trust and a strong relationship can take hold. Mentors need to be able to support mentees by allowing them to actually do the work while also not leaving them off on their own to fend for themselves. The work environment must be supportive of the mentor/mentee relationship and toward creating a well-balanced mentorship program. It is one thing to know the content it is another thing to effectively mentor someone new and to teach it. The mentor should have some training and support to be a good mentor. If the company is relying on someone to be a mentor who is not interested in being a mentor, it will likely fail. In general, the following four elements are keys to creating a successful mentorship program:īoth the mentor and person(s) being mentored must have a desire to participate in the program. There are numerous effective elements to create a solid mentorship program for OJT. It also helps to create a culture whereby each individual employee has a key role to play in the company’s overall success. This gives the employee good perspective on the value his/her work plays in the context of the entire company’s mission. Job shadowing is also an effective way to teach a new employee about the company as a whole by having the employee shadow multiple jobs cross the company. It can also progress into a side by side approach in which a trainer first shows a trainee how to do something and then the trainee does the task. Job shadowing is generally done over a short period of time and usually will not last longer than a week.įor effective OJT programs, job shadowing is often used to introduce an employee to a new job for which s/he will eventually be responsible at the company. Job shadowing involves observing a professional in his/her work environment in order to learn by seeing how a job is performed. Whether it is a single manager or the whole management team at the company, all participants (trainers and trainees) should have a point of contact available if they have questions or need help with their progress with the OJT.įive common types of effective OJT 1. Pipeline offers tools for tracking programs.Įmployees leading the training portions for OJT programs and those actually participating in the training program need to know what their roles in the training are and that they are being supported throughout the process. For the employer, it is critical to ensure that each employee in the program is making progress towards completion of their OJT. For the trainee, s/he needs to know how long the program should last and what competencies s/he will be expected to master. The OJT program has a system for tracking the progress of the training for the employee(s). Job shadowing, mentorship, cohort-based, assignment based project evaluation and discussion based trainings are just some of the most common ways to lead training for employees. The OJT program outlines how the training will be conducted. The OJT program clearly answers the question, “ what does our OJT plan to actually teach our employees?” Answering this question is typically done by first working with education partners to better understand what they intend to cover through related instruction in order to ensure the OJT complements and enhances competencies learned through related instruction. In general, best practices of effective on-the-job training programs include four key elements: The information below is intended to offer ideas and suggestions for creating OJT programs however, it is not a requirement to use every item below for participation in Pipeline. The Minnesota Dual-Training Pipeline team understands that employers need the flexibility to do what works best for their company. There are many ways to create effective OJT. On-the-job training (OJT) is hands-on instruction completed at work to learn the core competencies necessary to succeed in an occupation.
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