TeamOJT: Potential Barriers to Successful Implementation

TeamOJT Tip of the Month for September, 2004

1. Availability of time.
   Management may be focused solely on getting a product or service delivered to a customer, and hesitant to allot time to "nonproductive tasks." But production does not have to suffer in the process of training. When employees are empowered by determining how their jobs are performed, and can upgrade their own knowledge and skills, they want to go to work every day. Productivity rises as a result.
2. Misconceptions about OJT.
   Many people still think OJT is the degenerating buddy system, and change is always difficult for humans. A successful pilot program will help correct this misconception.
3. Distrust between employees and management.
   Employees often appear apathetic about improving their processes and procedures, feel powerless to do a good job, and are unhappy with the way management treats them. Managers think that workers simply get through the day and take on as little responsibility as possible. Team-driven structured OJT is designed to counter these hidden causes of poor performance.
4. Trainers with the "wrong stuff."
   Trainers without instructional skills or an understanding of the learning process, and with little or no motivation to train can do great harm to an otherwise excellent program. Select, train, and certify good trainers.
5. Workplace distractions.
   Noise, exposure to hazardous materials, and especially the presence of interfering people can make training very difficult for both trainer and trainee. Minimize them as much as you can.
6. Resistance of old-timers.
   Change is threatening and therefore resisted. Invite long-term employees to attend select sessions where they have more experience doing the job and might be able to advise the team. Ask them to assist in an observer role to give input on task performance when a module is tested on site.
7. Disagreements among two or more design team members.
   The design team makes decisions by consensus rather than voting so that all sides of an issue are heard. When the struggle for consensus seems to have reached an impasse, refocus the team on the needs of the trainee. And never have a two-person design team.
8. Language differences.
   Many design teams today are made up of employees whose native language is other than English. Overcome language barriers by including more photos, illustrations, and diagrams in the training modules.
9. Management's perceived interference or lack of commitment.
   Commitment means that managers will not schedule other events during time set aside for team meetings and training events. Remind managers of their supportive role in viewing the training as a vital part of employees' jobs and in encouraging teams to dedicate time each week to working on OJT, without guilt or punishment. Employees need to feel that management cares about their training.

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