Optimizing On-the-Job Training and Employee Well-being
On-the-Job Training: An Overview
On-the-job training (OJT) is the most common and often the most effective training method. It includes:
- Coaching and mentoring: Coaching involves guidance between a worker and supervisor, while mentoring pairs a senior employee with a junior employee (protégé).
- Job rotation, secondment, and shadowing: These involve exposure to different tasks, multi-skilling to train entry-level managers, and providing back-up support.
- E-learning: Delivered by electronic technology (Sloman and Rolph, 2003), it requires needs assessment and testing, multimedia delivery, and is often flexible and blended with other learning forms.
Strengths of On-the-Job Training
OJT offers realism, applicability, and facilitates training transfer. It also reduces training costs since a classroom setting is not always needed.
Weaknesses of On-the-Job Training
OJT can lack formal structure, perpetuate mistakes, and noise and production demands may reduce training effectiveness. Quality and safety may also be impacted.
Line Manager’s Role in HRD
Line managers act as catalysts for HRD (advisor, deliverer, etc.). They are important in supporting learning and development and should take them seriously, supporting infrastructure (culture, language, etc.).
Line Manager’s Involvement in HRD
Advantages
- More development for a wider range of people.
- Better learning and development quality.
- Contribution to the transformation of human relations at work.
Disadvantages
- Less learning due to business pressures.
- Line managers may not be as skilled as specialists.
- A neutral third party may be needed.
Employee Well-being
Well-being encompasses:
- The actual physical health of workers.
- The mental, psychological, or emotional aspects of workers.
Government Agenda
The Black Review (2008) emphasized illness prevention and the promotion of health and well-being, improvement in the health of those out of work, and the idea that work is good for health. Employment support programs such as pathways to work were also highlighted.
Focus on individual employability. Is work good for you? What is a good job (economically and psychologically satisfying, though this may be problematic)?
Contemporary Risks
The modern workplace is not always secure or flexible, and employee exploitation and growth in atypical employment are concerns.
Work can be dangerous. In the UK in 2007-2008, 229 people were killed at work, there were 136,000 injuries, and 3 million people suffered from work-related illnesses. Dangerous industries include agriculture, construction, manufacturing, and services.
Work is getting safer: between 1974 and 2007, injuries fell by 73%. However, new dangers, such as high stress levels, are emerging.
Managing Employee Well-being: Occupational Health in Practice
- Primary: (Rare) Employer’s action to deal with well-being issues like employee consultation and redesign of jobs.
- Secondary and Tertiary: Increasingly focused on the individual through activities that encourage healthy lifestyles.
Work-Life Balance
Work-Life Balance (WLB) involves the reconciliation of paid employment and life, combining work and family life. There is an increasing focus on WLB.
Conflict in WLB arises (childcare is still an issue, and a 24/7 society is growing stress). UK weekly working hours average 35 for full-time and 30 for part-time, with an overall average of 36.1 hours.
Introduction of Policies
Consider stakeholders and the legal framework.
Benefits of WLB for Employers
People work best when they balance work and life. Employers have a responsibility to help people find this balance.
Benefits of WLB for Employees
Employees can play an active role in the community, undertake study, pursue interests outside work, and improve their mental health.
Conclusions
WLB initiatives create employer and employee benefits. Legislation has been introduced to promote improvements in employee’s WLB.