Buddy System of OJT vs. Structured OJT

TeamOJT Tip of the Month for September, 2008

Basically there are 6 recognized differences between the degenerating buddy system of OJT, and structured OJT.

1. The on-the-job "trainer" is not a trained trainer and does not know anything about good instruction. This person is a novice when it comes to instruction of any kind. The buddy sometimes does not know the subject matter any better than the learner. The "buddy trainer" is just that - a "buddy" - either literally (i.e., a friendly co-worker), or someone "on the floor" or near the learner who has been designated by the manager or someone else to "show Tom or Jane how to do it-----whatever "it" may be.
2. The buddy system does not include any written materials, training plan, outlines, goals or objectives of the training, etc. - nothing to help the poor buddy do the "training." The buddy usually tries to train from memory. The learner is at the mercy of the buddy's knowledge, skill, and ability to "teach."
3. There are no performance objectives - and the buddy trainer is not necessarily concerned with performance anyway. His/her sole goal is to "show" the learner something. There are no standards.
4. The buddy system of on-the-job learning is not conceptualized in, nor conducted from within, a systems framework. The buddy tries to "teach" someone something totally out of context of anything else. There is no plan or purpose to the training
5. There is no consistency from "buddy" to "buddy." Every buddy teaches the same task in completely different ways with no standardization in either delivery or performance. Mistakes are perpetuated, and errors creep into the way people do their jobs. And usually, no two people will do the same task the same way. Thus every learner learns something different.
6. Training sometimes occurs away from the actual job site and actual equipment.

1. The trainer is trained to deliver on-the-job training - (which is different from classroom training). There are 5 essential steps in the delivery process that must be conducted.
2. The trainer has clearly defined training plans for each task and any other pertinent information necessary to conduct the training - includes training modules, list of pre-requisite tasks, equipment needed, safety hazards, etc., etc. - whatever is needed to teach the task.
3. There are clearly written performance objectives for each task - performance statement, criteria, and conditions under which the task must be accomplished. Learner evaluation is defined in the delivery process.
4. The training is designed, developed, and implemented from within a systems context. Learners know how the training fits into the overall picture. And successful task accomplishment is based on consideration of all job-related events and/or conditions.
5. There is consistency in training delivery from trainer to trainer. When processes or procedures are trained, each trainer teaches from a written guide so that nothing is left out. Each trainer follows the same process so that all learners learn the same things.
6. Training occurs at the actual place the work is carried out.

Copyright © 2001-2008 Human Performance Applications (HPA). All rights reserved. TeamOJT™ is a trademark of HPA.