On-the-job Learning & Development Methods: (Learning & Development in Organisations series #8)

By Thomas Garavan, Carole Hogan and Amanda Cahir-O'Donnell

ON-THE-JOB LEARNING & DEVELOPMENT METHODS focuses on structured and informal on-the-job learning methods and the different methods that can be used in organisations. The authors provide a detailed evaluation of structured on-the-job training methods, such as job construction training, development discussion and planning, job performance aids, job shadowing, internships and apprenticeships. They then focus on informal on-the-job L&D methods, such as learning through observation, learning from mistakes and learning through day-to-day experiences. This ebook also gives more detailed consideration to blended learning and the 70:20:10 model and concludes with a discussion of when on-the-job methods are appropriate.

• Language: English
• Publisher: Oak Tree Press
• Release date: Mar 31, 2021
• ISBN: 9781781194829

Book preview

ON-THE-JOB LEARNING & DEVELOPMENT METHODS

CHAPTER 8: LEARNING & DEVELOPMENT in ORGANISATIONS: STRATEGY, EVIDENCE AND PRACTICE

Thomas Garavan, Carole Hogan, Amanda Cahir-O’Donnell & Claire Gubbins

Published by Oak Tree Press, Cork, Ireland

www.oaktreepress.com / href=http://www.SuccessStore.com>www.SuccessStore.com

© 2020 Thomas Garavan, Carole Hogan, Amanda Cahir-O’Donnell, Claire Gubbins

A catalogue record of this book is available from the British Library.

ISBN 978 1 78119 481 2 (PDF)

ISBN 978 1 78119 482 9 (ePub)

ISBN 978 1 78119 483 6 (Kindle)

Cover image: Preechar Bowonkitwanchai / 123rf.com Cover design: Kieran O’Connor Design

All rights reserved.

No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying, recording or electronically without written permission of the publisher.

Such written permission also must be obtained before any part of this publication is stored in a retrieval system of any nature.

Requests for permission should be directed to Oak Tree Press, href=mailto:[e-mail]>[e-mail].

CONTENTS

Abbreviations

Foreword

Preface

Learning Objectives

Key Concepts

1Introduction

2Key Features of Structured On-the-job Training

2.1 Near-the-job Training

3Different Types of Structured On-the-job L&D

3.1 Job Instruction Training

3.2 Development Discussions and Planning

Critical Reflection 1

Case Study 1: Flight Attendant Training at JetBlue

3.3 Job Performance Aids

3.4 Job Rotation and Transfers

3.5 Job Shadowing

3.6 Internships

3.7 Apprenticeships

3.8 Coaching

3.9 Mentoring

4Using Informal L&D Methods in Organisations

4.1 Different Types of Informal On-the-job Learning Methods

5Micro Learning in Organisations

Case Study 2: Informal Learning in Small Organisations

6Blended Learning and the 70:20:10 Model

6.1 The Concept of Blended Learning

6.2 Advantages and Disadvantages of Blended Learning

6.3 The 70:20: 10 Model

Critical Reflection 2

7When are Structured Off-the-job and On-the-job and Informal L&D Methods Appropriate?

7.1 Learning Objectives

7.2 Learner Characteristics

7.3 Trainer Characteristics

7.4 Organisational Context, Cost and Resource Issues

Best Available Evidence to Inform Practice

Conclusion

Summary

Review Questions

Strategic L&D in Action

Case Study 3: Training within Industry and Toyota

Further Reading

Bibliography

About the Authors

Other Titles in this Series

ABBREVIATIONS

ATI aptitude-treatment interaction

EMT error management training

HR human resource(s)

HRM human resource(s) management

IITD Irish Institute of Training and Development

JIT job instruction training

JIT Just-in-time

KSA knowledge, skills and abilities

L&D learning and development

MNC multinational corporation

MOOC massive open online course

SDL self-directed learning

TWI Training within Industry

FOREWORD

Business leaders know that today’s fast-accelerating changes in technology, longevity, work practices, and business models offer both challenges and opportunities. While some jobs are disappearing due to advances in technology, many more are being transformed and thus creating the need for continuous, lifelong development. In response to this evolving landscape, Learning and Development (L&D) professionals are prioritising strategic imperatives such as transitioning to the future of work, the redesign of work and jobs, and reskilling the workforce to support the ongoing evolution of organisations.

It is imperative that L&D professionals shift their focus from the dominant paradigms that the profession has relied on for the past 50 years and examine more contemporary ways in which to improve their practice as professionals. The reality is that the future has started. We need to invest in breakthrough thinking and innovation to sustain success and face up to the challenges of the new business, customer and market paradigms. Encouraging an organisation’s workforce to learn and to change and adapt to the needs of the organisation is now more important than ever in order to respond to the requirements of the workplace of the future. L&D professionals have a major role to play in helping organisations to ensure that they have a workforce that is capable of adapting to those changing requirements.

Accordingly, as the leading professional body for L&D professionals in Ireland, the Irish Institute of Training and Development (IITD) commissioned LEARNING & DEVELOPMENT in ORGANISATIONS: STRATEGY, EVIDENCE and PRACTICE to reflect the changing landscape of L&D. Our intent in commissioning this book was to support L&D professionals by sharing the most up-to-date thinking to assist them in the development of capability throughout their organisations. The book aims to develop L&D professionals so that they deliver impactful learning interventions that develop staff by thinking innovatively about how work is organised and ensuring the best alignment of people and technology with the right opportunities within their organisations. It considers both formal and informal learning and looks at the contribution of the L&D function to organisational and financial performance. Reflecting the latest thinking in the field of L&D, it provides a theoretically-sound text written with the user in mind, whether that user is a practitioner or a student. Included in each chapter, to help the reader to relate the text to practical application, are case studies that show the theory in action. Critically, the book looks at the future of L&D and the competencies that are required into the future as well as examining ethical considerations in the field of L&D.

We at IITD are very pleased to be associated with this book and would like to extend our sincere thanks to all who have been involved in producing such an up-to-date, reader-friendly book which is aimed at all those who work in, or indeed have an interest,