| Introduction | | | | Irritability |
| Managers have two powerful ways of improving the | | | | Blaming others |
| performance and productivity of their subordinates, | | | | The most important sign to look for is a change in |
| which are counseling and on the job training. | | | | behavior or performance. For example, if a an |
| Counseling is the process of helping a subordinate | | | | employee who has always been well behaved, with a |
| define and resolve personal problems that effect | | | | pleasant disposition suddenly becomes aggressive you |
| performance or in order to develop a good attitude to | | | | can bet on him having some problem that needs |
| work. | | | | counseling. |
| On the job training is the process of explaining, | | | | Counseling |
| demonstrating and the structured supervision of | | | | On-the-job counseling is a process of talking about |
| specific skills or particular tasks. It is similar to the | | | | things that affect the performance of the work. It |
| teaching process. On the job training is often referred | | | | involves sitting down in some quiet place and getting |
| to as OJT. | | | | job problems out in the open without hurting each |
| These are highly effective in three situations, which | | | | other. |
| are: | | | | It's all about talking, listening, and trying to understand |
| Resolving people problems | | | | the other person's point of view. All supervisors are |
| All managers are faced with problem people from | | | | counselors whether they realize it or not. Sometimes a |
| time to time. Counseling and training are always the | | | | long heart-to-heart talk is needed to clear the air or a |
| first considerations in these cases but they do not | | | | quick exchange will clear up a misunderstanding. |
| always result in success and sometimes more radical | | | | Perhaps the supervisor does most of the talking; the |
| action is required. This is covered in the Problem | | | | next time it may be the other way around. However, |
| People and Positive Discipline modules. | | | | counseling is more than a casual discussion resulting |
| Maintaining group standards | | | | from an accidental encounter. |
| The management of people both as individuals and | | | | Counseling is a very effective management tool to |
| groups is a dynamic process as nothing remains static | | | | increase productivity by solving problems and |
| - problems are always arising. A good manager must | | | | strengthening or repairing working relationships. Other |
| be aware of this and be constantly ready to use | | | | kinds of problems of a personal or psychological |
| counseling and training to maintain standards. | | | | nature should be avoided and left to professionals in |
| To achieve continuous improvement | | | | that field. |
| The best way to avoid problems is to keep ahead of | | | | On the Job training |
| them by being proactive. You must have a plan for | | | | Training is almost a natural human instinct. We all train |
| each individual in your group and for the group as a | | | | our children without even thinking about it but when we |
| whole. In particular new and inexperienced group | | | | have the job of training someone at work we find |
| members need special treatment so that they can | | | | problems. |
| meet required levels of performance. | | | | On the job training is often a one to one situation, |
| Counseling and training share many of the same skills | | | | usually involving the supervisor and one of the group. |
| and in many cases they are used together to achieve | | | | The supervisor uses the actual work as the training |
| your results. | | | | location, and works with the trainee to improve skills or |
| The following are typical signs of change to look for | | | | introduce new tasks. This process is also referred to |
| then you must decide to initiate the counseling or | | | | as coaching. |
| training (or both) initiatives. | | | | Advantages of on the job training |
| TYPICAL SIGNS OF NEED FOR HELP | | | | * It is cost effective |
| Avoids difficult work | | | | * It strengthens relationship within the group |
| No co-operation | | | | * Feedback and support is easy |
| Lack of interest | | | | Nearly all the problems associated with on the job |
| No initiative | | | | training are very simple to overcome. Like so many |
| Complaining | | | | other parts of our work they require us to take a |
| Making mistakes | | | | more systematic approach to the situation. |
| Avoiding contact | | | | Most workers usually take pride in learning a new skill. |
| No communication | | | | The new skills gained are to our mutual benefit as it's |
| Depressed | | | | good for the worker to improve his future employment |
| Poor quality | | | | value and for us to have new capability in our groups. |
| Argumentative | | | | In addition, by making learning possible, you earn their |
| Unsafe working | | | | respect and build enduring relationships. |
| Poor productivity | | | | The supervisor is frequently the only person in the |
| Delegating to others | | | | organization that teaches the basic knowledge and the |
| Laziness | | | | many key skills that the group needs to learn. |
| Absenteeism | | | | On-the-job training should never stop. |