Jan 07, 2016
Coaching & OJT:Two Ways to Solve Three Employee Development
Dilemmas
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Objectives• Address three employee development
dilemmas:• “I have a limited budget for training classes.” • “Back on the job, my employees don’t apply what
they learn in training classes.”• “There isn’t a specific class for what my
employees need to know.”
• Stimulate participants to get employee development off the “back burner.”
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Agenda
1. Overview
2. How coaching addresses the three dilemmas
3. How OJT addresses the three dilemmas
4. Comments and questions (also any time during presentation)
How Coaching Addresses the
Three Dilemmas
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Coaching Is…
• Helping another to achieve her/his goals by empowering rather than telling
• Affected by the changing paradigm of management
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Two Hats of Management
Managing Focuses on getting
things done Getting things
done: directing by telling
Coaching Focuses on
developing people Developing people:
guiding by asking
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Which hat?
1. An employee needs you to bring in a temp to help complete a project
2. An employee doesn’t have a specific required skill
3. An employee doesn’t meet expectations from time to time
4. Your boss is hindering the progress of one of your employees
5. Your team needs a new tool to do a task
6. An employee consistently doesn’t meet expectations
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Coaching Opportunities
• Coach an employee when she/he needs:• OJT• Encouragement• Motivation• Alignment• Realignment
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Coa
chin
g M
odel
Steps Opportunities
Befor
e Coa
ching
1. Evaluate the situation: Observe behavior and/or result.
Match the situation with an opportunity on the right.
Take notes on how you will approach the situation using the remaining steps as a guideline.
2. Describe the situation: Introduce the opportunity. Discuss the impact. Gain agreement that there is a
situation that needs to be addressed.
3. Plan a change: Collaborate on a solution
Ensure understanding Gain commitment
Coac
hing
4. Revisit the plan: Set a date Be supportive
OJT Encouragement Motivation Alignment Realignment
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Effective Communication
Be flexibleBe flexible
NoticeNotice
Outcome
Internalstate
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Coaching Also Involves
• Well-formed outcomes• Backtracking (paraphrasing
with their words)• Challenging• Precision model
How OJT Addresses the
Three Dilemmas
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Background
• OJT and SOJT• The value of SOJT• OJT vs. SOJT• What does it take?
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The Value of SOJT• Training is consistent
• Proven system: trained the same way
• Training is efficient• Proven process: trained in less
time• Training is effective
• Proven methods: trained right the first time
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Informal OJT vs. Structured OJT
• Done at or near the job site
• Provided by job experts • One-on-one or small
group • Job experts create
materials for trainees• Systematic: scheduled,
consistently demonstrated, tested, and measured
• Done at or near the job site
• Provided by peers • One-on-one or small
group• Trainees takes notes
while peer demonstrates• Unsystematic: “Let me
show you…Got it?”
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What it Takes
1. Analyze the work and the environment. Which analyst tasks need to be
trained outside of the classroom?
Discover environmental obstacles.
2. Identify the trainers and train them.
3. Create training materials.
5. Implement SOJT. Evaluate results & make
improvements.
SSttrruuccttuurreedd OOJJTT
MMaannaaggeemmeenntt 4. Address environmental obstacles.
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What is a job aid?
• A task or procedure written in a format that helps trainers do a better job and helps employees learn more effectively
• Use job aids to teach employees a variety of work-related skills (e.g., write reports, create purchase orders, analyze policy).
• A job aid should be SMART
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SMART Job Aids
S - Start the task when they should
M - Get the correct materials
A - Perform the correct actions
R - Produce the desired result
T - Meet task standards
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Wrap-up
• Final questions or comments?• Items on a table• [email protected]• (916) 337-8255• Thank you!