1. Employee needs for increasing skills and improving productivity will be met primarily through on-the-job training (OJT) conducted by the manager, supervisor or the person be designates to instruct.

2. Every new worker, every worker whose job is changed or whose duties and responsibilities on the same job are changed and every worker who shows weakness in the performance of any operation or task should receive on-the-job training.

3. Training, that can be note effectively given on-the-job will be given there; training needed that cannot he effectively met on-the-job may be given off-the-job. The on-the-job and off-the-job training should be planned at the same time so that each supplements or complements the other.

1. Managers / supervisors will:
   1. Determine on-the-job training needs.

   2. Plan on-the-job training program.

   3. Develop needed training aids.

   4. Conduct the training (or assign the training to a competent employee).

   5. Learn and use effective methods of Instruction.

   6. Evaluate the training.

2. Civil Service Bureau Training Specialists will:

   1. Assist and advise managers and supervisors in determining and meeting on-the-job training needs and evaluating the training.

   2. Provide training in on-the-job instruction techniques.

1. On-The-Job Training:

   Training that is given to an employee at his or her work place. It involves performance by the employee in the actual work situation, he or she learns by doing. By its very nature, on-the-job training is largely individual training.

2. Off-The-Job Training:

   Training that is provided to an employee away from his or her work place. The training may take place within the Ministry or in facilities outside the Ministry. Off-the-job training is utilized to provide the related technical knowledge and information required to do the job which is more practical to learn away from the work place.

3. Operations or Tasks:

   Specific things an employee must do to accomplish a particular duty or responsibility. For example, the administrative responsibility for filing may include such operations or tasks as filing correspondence and reports, cross reference of files, filing regulations, etc.

4. Operation / Task Breakdown:

   A training guide to be used by the instructor which consists of the steps and key points necessary for the employee to Learn in order to properly perform the operation or task.

The determination of individual training needs begins with making decisions about. what the job requires (job analysis) and determine how well each employee performs (performance appraisal).

1. Job Analysis (Job Breakdown) :
   1. The work or job is broken down into specific operations or tasks which must be used by the employee. Job description may be used along with , observation of job performance, interviews of employee and other sources to determine and list the operations or tasks which must be performed.

   2. The current ability of the employee to perform each operation or task is then considered and recorded.

   3. The analysis of this information (task list and current employee abilities) will help the manager to identify the deficiencies of his employees which may he corrected by training. Placing this information on a Training Chart, will assist in making such an analysis.

      See attachment 1, Simple Chart

2. Use of Performance Appraisals:

   The performance of employees should be observed frequently and their performance appraised by their supervisors. If the employee is not performing at the desired quality or qualify levels or if the employee is not following safe and prescribed work methods; or if there is evidence of excessive work delay, waste or equipment damage, the causes for these inefficiencies should be studied to determine the training required to help correct these problems.

1. An operation / task breakdown will he prepared for each operation or task for which training is required. The breakdown is prepared by the supervisor, by a competent employee who knows how to do the operation or task or both working together. See Attachment 2, Sample Operation Breakdown, Preparing a Training Chart.

2. It is not always possible for the manager or supervisor to conduct all the training. Therefore manager may need to select an expert and qualified employee to assist in conducting the needed training. However, it must not be assumed that because an employee is skilled and knows a job thoroughly he or she can also effectively train others.

   The manager must make certain that all who assist him in training others are capable instructors as well as good employees. In the final analysis, the manager is responsible for the training in his unit whether he gives the training himself or has the assistance of others.

1. A guide regarding the steps for effective on-the-job instruction is provided in Attachment 3.

2. The operation or task breakdown should be kept conveniently at hand and each step and key point should be explained to the trainee during Instruction. The breakdown may be used in job tryouts and performance tests to determine what the trainee can already perform correctly. He or she should then be trained in only those operations or steps in which the tryouts indicate inadequate performance or knowledge.