The Role of Teams in Developing Structured OJT Programs

TeamOJT Tip of the Month for October, 2004

The primary task of design teams in developing structured OJT programs is to perform job task analyses and write training modules on the identified tasks. The teams comprise people who work at particular jobs. For example, an airplane manufacturing facility may have design teams of inspectors, design teams of wing assemblers, and design teams of quality auditors. In a retail company, various design teams might involve customer service representatives, managers, sales personnel, or warehouse employees.

The ideal design team had six to nine employees: three or four subject matter experts who contribute technical knowledge; one to three other experienced workers who can explain how a task is performed, what cautions and aids are needed, and what documentation is useful; and two trainees or inexperienced employees who help ensure the appropriate level of detail. When design teams are up and running, people from other parts of the organization may serve on the teams when job tasks affect areas other than the specific work group represented. Design teams who perform the same jobs in other locations or on other shifts share in the module-writing activities so as to lower the workload for any one team. This process strengthens communication among teams and helps ensure buy-in when the training modules are completed.

You might try cross-functional design teams from the beginning if it makes sense for particular groups. One company wanted to cross-train 400 workers from the mechanical, electrical, and heating and air conditioning trades, so it made sense to use design teams with all three trades represented on each team.

Another company that publishes everything from books to web pages frequently uses cross-functional design teams. For example, a design team made up of press technicians and sales staff was able to solve many thorny issues that had plagued the company for years-issues such as the sales staff not understanding the printing process and equipment capabilities and so misrepresenting the product to customers.

It is fairly obvious why subject matter experts are important, but why would we want trainees on the team? First, input from inexperienced people ensures that the detail and complexity written into the training modules are at the proper level for trainees. The experts come to depend on trainees to provide vital input on the existing skill and knowledge levels of the trainees for whom they are writing. Second, having trainees in on the process from the beginning avoids the need for later rewrites because trainees often ask critical questions that result in clarifying content by including necessary explanatory information.

Other roles for design teams can include developing project plans, creating training implementation plans, verifying training modules on site, conducting workforce overviews, obtaining input from employees not on the design team, assisting with implementing maintenance and evaluation plans, and meeting regularly with trainers.

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