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Other elements of a training program include on-the-job training, which is highly valuable in a manufacturing environment. During on-the-job training employees are able to acquire specific learning of tasks and integrate that learning into a particular job function. They are able to 'try things out' and learn as they go. on-the-job training allows ample opportunity for employees to practice the skills they are learning in the training program in a safe and encouraging environment.
A training program must not simply teach employees how to carry out a job function, it must also assess their knowledge acquisition after training and subsequent mastery of the subject or job that was taught during training. Continuing training is also a key aspect of any training and placement program.
A quality training program will be documented with regard to who attends and the exact material covered. From this list, plans for future training or continuing educational needs can be developed and assessed. For example, employees may start out learning how to make one type of golf club, and then on an annual basis participate in additional trainings that will teach them how to manufacture other more complex clubs, thus cross training them to maximize their overall output in the long-term. Alternatively, a bi-annual training program might...
If pre-trained employees subsequently end up training new employees, they will sharpen their skills and have the opportunity to accurately assess their strengths and weaknesses with regard to a particular manufacturing skill or ability.
There is no one element of a training and placement program that is more vital than the other. It is however critical that all of the elements described above be incorporated in any training and placement program, whether it is for a company developing high end golf clubs or some other product. An employer must be sure that they assess the organizations needs, the employees skill levels and the accomplishments an employee achieves throughout the course of the training program to best ensure that training is effective and well directed.
References
Schuster, F. Human Resource Management: Concepts, Cases, and Readings, Second Edition Reston, Va.: Reston/Prentice Hall, 1985.
Schuster, F. Contemporary Issues in Global Human Resource Management, New York: McGraw-Hill, 1999
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