(Published on page J10 of the Job Market-Working People section of the Philippine Daily Inquirer, March 10, 2013, Sunday)
By Roel Andag
Contributor
All year round, thousands of college students enter companies as on-the-job trainees (OJTs). But not all companies take them seriously. At best, they are viewed as stopgap solution to personnel shortage. At worst, some consider OJTs as occasional nuisances, interruptions to daily routine. Companies, however, need to optimize this opportunity as fertile ground for talent development and as corporate social responsibility that focuses on grooming future leaders. Here are some tips:
1. Implement a formal policy explaining the rules of engagement. This policy should define code of conduct, work hours, use of company properties, reporting arrangement with the trainee’s school and other necessary details. This formalizes the company-trainee-school relationship.
2. Conduct formal on-boarding. A simple orientation will be seen as a welcome gesture that eases the school-to-work transition. In the orientation, discuss company vision, mission and goals, organizational structure, history and corporate highlights. Provide OJT kits that contain basic information about the company, OJT ID, timecard and other necessary documents such as the latest annual report. Include a guided tour of the company premises.
3. Provide a job description. Following the on-boarding activity, meet the OJTs to discuss their learning objectives. It is the task of the company representative to manage the expectations of OJTs based on the best extent of learning the company can provide. The mutually agreed learning objectives will be the bases in designing a simple job description that details the OJTs’ responsibilities. Together, the learning objectives and job description will serve as covenant between the OJT and the company and as guideposts in assessing work progress and accomplishments.
4. Give them meaningful tasks. Do not condescend on OJTs by giving them only thoughtless tasks as it will create feelings of insignificance and resentful compliance in the immediate term and cultivate mediocrity in the long term. Explain to the OJTs their potential contribution to the company. As its name implies, the purpose of on-the-job training is for the student to learn practical skills and lessons that are useful in their future workplaces. Whether OJTs are office- or field-based, give them course-appropriate tasks. Such tasks should be doable within the OJTs’ stay with the company. Aside from the daily grind, a creative way of imparting skills and lessons is to let an OJT ‘shadow’ the assigned manager, supervisor or buddy during an 8-hour shift so that the OJT will have a snapshot of what happens during a workday.
5. Keep them motivated. Develop adeptness at managing Gen Y people. Know their motivations – people perform better when they are motivated. Material motivation can be in the form of modest allowance, free ride in the company shuttle and gift certificates. Non-material motivation can include encouraging them to pitch in ideas, monitoring their performance, acknowledging jobs well done, making them attend relevant training, allowing them to sit as observers in company meetings, and providing career counselling. It is also useful to create face-time with the company’s decision makers. Set up one meeting where OJTs can freely interact with the bigwigs who will serve as career role models.
6. Provide performance feedback and be objective in grading them. The grade depends on the grading system set by the school. Through one-on-one sessions, explain to each OJT the bases of the grade given at the end of their stay. Report the OJTs’ performance to the school as well.
7. Conduct a group debriefing or individual exit interviews at the end of the OJT period. A “graduation” ceremony may be organized where awards and recognitions will be given. This will plant in them a good impression about the company and a positive attitude toward work.
8. If warranted, make a job offer. A job offer made to a deserving OJT is the highest form of affirmation. If an OJT demonstrates potential but an offer cannot be made, inform the OJT that the company will keep a close eye on him and to expect a call right after graduation or when the time is right – and actually follow through on this promise. Keep the lines open in the meantime. This will encourage the OJT to succeed.
Implementing these recommendations will result in a win-win situation. The company will solidify its image as an excellent training ground so that OJTs will actually compete for a slot and the company gets to choose the best aspirants. On the other hand, the student completes the 5-unit curricular requirement and will be proud to record in his resume the 250-hour experience with the company, using it as a ticket to a real job. As a youth-centered CSR, the company’s OJT initiative will help raise well trained, competent young people who will soon enter the workforce.
Roel Andag is an independent trainer and HR consultant. He handles the Management Development Program of DMCI Homes. Visit his blog: www.traineroncall.blogspot.com.
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