Section 4.3: Training Plan

Harpreet Kaur; Alan Zhou; and Harvin Sidhu

Training Delivery Methods

Most employees will have areas for development in their workplace skills. A training program can be an effective solution to help employees improve their job performance. For job and career growth, a development program can help employees acquire the skills and knowledge needed for future opportunities. Providing the necessary training creates an overall knowledgeable staff with employees who can take over for one another as needed, work on teams or work independently without constant help and supervision from others.


Areas of development as skills, ability, growth, training, competence, experience, knowledge, and learning
Image 4.3.a Areas of professional development


On-the-job Training 

On-the-job training is instruction for employees that takes place at work. On-the-job training typically involves a combination of observing others and hands-on experience in completing tasks under the supervision of a training manager, coworker or professional trainer. When undergoing on-the-job training, you learn the processes and procedures your employer uses. You may also learn how to operate any equipment, tools or machinery required for your position. Part of on-the-job training may include job shadowing or observing an experienced employee perform certain tasks (Indeed 2020).


On-the-job Training Methods

  1. Coaching or one-on-one training

Coaching is a positive way to train new recruits. It is role-specific and seeks to comprehensively train new employees on the duties of their role. It also highlights what is required of them to work efficiently and successfully on a team and contribute to the business overall. The coach can be a manager, subject-matter expert, researcher or team member, but the central part of this on-the-job training technique is that it is conducted one-on-one and aims to increase the new recruit’s knowledge and skills while, improving their confidence and competence. (Robert Half, 2020)

  1. Mentoring programs

Mentoring is a mutually beneficial training technique in which a more senior staff member provides support and guidance to a new staff member. In addition to technical training and support, mentors also provide emotional advice and support to new recruits. This is important for onboarding, as it helps effectively develop bonds between the staff of varying departments, fostering cohesion throughout the business. A strong mentoring program has the capacity to build an organization that feels truly supported professionally and connected personally (Robert Half, 2020).

  1. Computer or online-based training modules

Systems like Mind Flash, Velpic and Course Genius enable employers to create training modules, measure progression and test skills with assessment tasks such as quizzes. These programs are an easy on-the-job training solution, as they are comprehensive and do not require the presence or time of other staff. Most programs can be tailored specifically to the needs of your new recruit and the team on which they will work (Robert Half, 2020).

  1. Job rotation

Job rotation is the practice of moving a new recruit between different roles in your organization. This can help to give them broader experience and train them in a variety of skills. This approach will improve your new recruit’s knowledge of the work each team is responsible for on a daily basis. It will also help them understand who the best points of contact are for each team (Robert Half, 2020).


Off-the-job Training

Off-the-job training is a method of training, that is undertaken at a site, away from the actual workplace, for a particular period. Delivering training at a place other than the job location provides a stress-free environment to the employees where they can concentrate only on learning. Study material is supplied to the trainees to acquire theoretical and/or practical knowledge (Surbhi S, 2019).


Off the job training methods

  1. Case Study Method

Discussion of a case generally occurs in groups. In these groups, each member is asked to present their analysis, suggest alternative solutions and offer comments on the analysis given by others. Since there cannot be an ideal solution to any problem, the group discussion can be lively and stimulating, with each member trumpeting their own analysis and trying to find loopholes in the alternatives suggested by others. Yet, the case study method of training is a valuable tool for developing  analytical abilities among the trainees, thus facilitating decision-making (D Naorem, N.).

2. Role Playing Method

A “role” refers to a person’s pattern of actions during their interactions with others. A major weakness of role-playing techniques is that they often do not accurately reflect real problem situations. There is often an element of drama rather than realism in such scenes. The participants may often overact their roles, as they know there is not going to be any adverse consequences. This technique is also time-consuming and expensive (D Naorem, N.).


Key Differences Between On-the-job and Off-the-job Training.

  1. The training method used to provide training to employees while they are at the workplace performing their job is known as on-the-job training. Off-the-job training involves training employees outside the job location.
  2. On-the-job training takes a practical approach, whereas off-the job training is theoretical.
  3. On-the-job training involves the trainees gaining hands-on experience.
  4. On-the-job training involves learning by doing the task while ‘off-the-job’ training involves learning by acquiring knowledge.
  5. In on-the-job training, there is little to no work disruption as the training and production go hand in hand.
  6. On-the-job training is carried out by experienced employees, whereas off-the-job training is mostly provided by subject matter experts.
  7. On-the-job training is less expensive than off-the-job training.
  8. On-the -job training is appropriate for manufacturing entities, while off-the-job training may be more suitable for organizations in other sectors (Surbhi S, 2019).

Different Types of Workplace Training

Many jobs require specific job skills. Employees in these roles need either to possess these skills upon hiring or they will need to be trained accordingly to ensure they can be successful in their job. Well-trained employees are more skilled in their jobs and less likely to make mistakes, resulting in greater efficiency and effectiveness. Depending on an employer’s needs and goals, training can come in a variety of forms, ranging from orientation to safety training (Indeed, 2020).


  1. Technical skills development

Technical skills training is a basic component of employee education because it is a primary way to develop the skills an employee needs in their role. Employees who are already competent in their jobs can undergo further training to gain new skills and stay current with the latest technologies and processes (Indeed, 2020).

Technical skills development includes content writing, social media management, data analysis, coding, programming.


  1. Soft skills development

Employers expect employees to behave professionally and function well as part of a team. Soft skills refer to personality traits that enable people to communicate and work cooperatively with others. These are important skills, and they play a vital role in building a respectful, collaborative and efficient organizational culture (Indeed, 2020).

Soft skills training programs include topics such as communication, problem-solving, teamwork, conflict management, etc.


  1. Products and services training

Products and services training may be a part of the organization’s onboarding program or a way for employees to get reacquainted with the organization’s offerings. An employer may also use this training when they introduce new campaigns. This type of training provides information on different aspects of a product or service (Indeed, 2020).


  1. Quality training

Quality training is commonly used in production-focused organizations. This method trains employees to ensure that products meet quality standards imposed by the organization, industry or third parties. In some cases, employees who complete a quality training program will receive certification (Indeed, 2020).

Quality training includes compliance with quality standards, quality control processes, product observation techniques, the prevention/elimination of poor-quality products, and the evaluation and improvement of a production system.


5. Safety training

Safety training protects employees from work-related injuries, and it is especially important for organizations that use toxic chemicals or other hazardous materials. This type of training also includes fire drills, evacuation plans and workplace violence procedures (Indeed, 2020).

The safety training program includes: protective gear, safety best practices, first aid, foodservice safety, construction safety, asbestos information.


6. Team training

The purpose of team training is to empower team members to build stronger relationships with one another and work cohesively. Team training helps improve decision-making, problem-solving and team-development processes to achieve better results for the organization (Indeed, 2020).

Team training includes improving communication, creating a positive work environment, improving team collaboration, increasing team productivity, establishing good relationships with teammates, identifying and leveraging the strengths of team members, and keeping teammates motivated.

Training evaluation

  1. 360-degree feedback

360-degree feedback is a method that gives each employee the opportunity to receive performance feedback from a supervisor, manager, peers, reporting staff members, coworkers, and customers. Most 360-degree feedback tools are responded to by each individual in a self-assessment.


  • Provides feedback to employees from a variety of sources
  • Develops and strengthens teamwork and accountability
  • Uncovers procedural issues that can hinder employee growth
  • Reveals specific career development areas
  • Reduces rater bias and discrimination tendencies
  • Offers constructive feedback to improve employee outputs
  • Gives insight into training needs (Susan. M. Heathfield, 2021)


  • Serves as only part of the overall performance measurement system
  • Causes organizational issues if implemented in a hasty or incomplete fashion
  • Can fail to add value if not effectively woven into existing performance plans
  • Prevents recipients from getting more information because the process is anonymous
  • Focuses on employee weaknesses and shortcomings instead of strengths
  • Provides feedback from inexperienced raters, and groups can “game” the process
  • Requires a large amount of data collection and processing in some cases (Susan. M. Heathfield, 2021)
  1. Surveys

Surveys are a classic data collection method. They are flexible, easy to implement, and offer a nearly limitless range of data with reliable results. The data gathered during an effective survey provides a unique opportunity to obtain detailed insight into a program. Because you can gather large amounts of feedback directly from individuals who are affected by the program, surveys act as the finger on the pulse of your project and can measure its strengths (Patrick Parnab, n.).

  1. Questionnaires

When most people think of questionnaires, they think of mail surveys. All of us have, at one time or another, received a questionnaire in the mail. There are many advantages to mail surveys: they are relatively inexpensive to administer, you can send the exact same instrument to a large number of people, and they allow the respondent to fill it out at their own convenience. But there are some disadvantages as well: response rates from mail surveys are often very low, and mail questionnaires are not the best vehicles for asking for detailed written responses (Research Methods Knowledge Base, 2006).

The second type of questionnaire is a group administered questionnaire in which a sample of respondents is brought together and asked to respond to a structured sequence of questions. Traditionally, these questionnaires are administered in group settings for convenience. The researcher could give the questionnaire to those who are present and be fairly sure there would be a high response rate. If the respondents are unclear about the meaning of a question, they can ask for clarification. They are also usually used in organizational settings where it is relatively easy to assemble a group of people to complete them (Research Methods Knowledge Base, 2006).


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People Learning and Development Copyright © by Harpreet Kaur; Alan Zhou; and Harvin Sidhu is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License, except where otherwise noted.

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