The most common type of training at all levels of an organization is on-the-job training. Whether the training is planned or not, people tend to learn from their job experiences. Based on your experiences, discuss the value of on-the-job training. How should we as HRM professionals objectively determine the ‘value’ of on-the-job training? Then, discuss the problems of on-the-job training that should be taken into consideration. Finally, make a recommendation as to how on-the-job training can be assessed and used for succession planning.

Support your post with additional information from at least two reputable sources (library and/or web-based). Cite your sources. Bring in your own personal experiences, if applicable.

Subsequent Posts—Module 1

Challenge, defend, and/or supplement comments made by at least two classmates. Respond to each. Bring in additional information specific to the discussion. Your additional information may be from the news, your readings/research, and/or personal experience. Cite your sources.

SOLUTION

Discussion Post: The Value and Challenges of On-the-Job Training (OJT)

On-the-job training (OJT) is one of the most widely used approaches for developing employees because it provides immediate, contextual learning that is directly tied to day-to-day tasks. From my own experience, OJT allowed me to apply new skills in real time and quickly adapt to organizational expectations. The value of OJT lies in its practicality—employees gain relevant skills, increase productivity, and feel more confident in their roles (Noe, 2020). Additionally, OJT reduces the time gap between training and application, which often enhances retention of knowledge compared to classroom-based learning.

For HRM professionals, determining the value of OJT should go beyond anecdotal benefits. Objective evaluation requires using metrics such as employee performance outcomes, error rates, productivity levels, retention data, and employee satisfaction. For example, organizations can apply Kirkpatrick’s Four Levels of Training Evaluation (reaction, learning, behavior, and results) to measure the effectiveness of OJT systematically (Kirkpatrick & Kirkpatrick, 2016). This provides a structured way to demonstrate return on investment (ROI) and align training outcomes with organizational goals.

However, OJT also has limitations. Poorly planned or inconsistent training can result in employees learning bad habits, especially if trainers themselves lack proper preparation. Another problem is variability—two employees may receive very different levels of guidance depending on their trainer. Additionally, OJT can sometimes put pressure on trainees to perform quickly rather than allowing for mistakes as part of the learning process. This may undermine confidence and long-term skill development.

To maximize OJT, organizations should formalize the process by training the trainers, standardizing guidelines, and integrating OJT into career development pathways. Assessments, such as competency-based evaluations, can ensure that learning is both consistent and measurable. Furthermore, linking OJT outcomes to succession planning helps identify high-potential employees who excel during training and are ready to assume greater responsibilities. This ensures that OJT not only fills immediate skill gaps but also contributes to building a long-term leadership pipeline.

Recommendation: HRM professionals should incorporate structured OJT evaluations—using tools like performance appraisals, 360-degree feedback, and learning transfer assessments—to identify employees with leadership potential. Documenting these results in talent management systems can create a data-driven foundation for succession planning.

References
Kirkpatrick, D. L., & Kirkpatrick, J. D. (2016). Kirkpatrick’s four levels of training evaluation. ATD Press.
Noe, R. A. (2020). Employee training and development (8th ed.). McGraw-Hill Education.

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