Intrenion

Intrenion Doctrine

Hands-On Training (Gary R. Sisson)

Table of Contents

• Audio Discussion
• Episode 1
  • Practice 1: Define and demonstrate the best way to do the job
  • Practice 2: Let learners perform real work with immediate feedback
  • Practice 3: Match training to the learner and the work environment
  • Practice 4: Support training with job aids and structured materials
• Episode 2
  • Practice 5: Use hands-on training to support important changes
  • Practice 6: Use instructor guides to standardize training delivery
  • Practice 7: Verify performance and reinforce learning on the job
  • Practice 8: Build training around active participation

Audio Discussion

Episode 1

Practice 1: Define and demonstrate the best way to do the job

Problem
Workers develop inconsistent habits when training lacks a clear standard.

Action
Show the preferred method for each task through a structured demonstration.

Outcome
Workers perform tasks more consistently.

Chapter: Traditional On-the-Job Training: Popular but Obsolete

Practice 2: Let learners perform real work with immediate feedback

Problem
People learn slowly when they only receive explanations.

Action
Have learners perform actual job tasks while receiving immediate feedback.

Outcome
Skills develop faster and more accurately.

Chapter: Improving Results with Hands-On Training

Practice 3: Match training to the learner and the work environment

Problem
Training becomes less effective when it does not fit local needs.

Action
Adjust training activities and guidance to the job and the learner.

Outcome
Learners apply new skills more easily.

Chapter: Adapting the Method to Fit Your Situation

Practice 4: Support training with job aids and structured materials

Problem
People forget important steps when they rely on memory alone.

Action
Provide checklists, guides, and other tools that support task performance.

Outcome
Work is completed more reliably.

Chapter: Tools to Enhance Hands-On Training

Episode 2

Practice 5: Use hands-on training to support important changes

Problem
New methods are adopted slowly when people lack practical experience.

Action
Use hands-on practice whenever new skills or processes are introduced.

Outcome
Workplace changes are implemented more successfully.

Chapter: Evolution, Revolution, and Execution: Opportunities for Hands-On Training

Practice 6: Use instructor guides to standardize training delivery

Problem
Training quality varies when instructors teach differently.

Action
Provide instructors with detailed guides outlining how training should be delivered.

Outcome
Learners receive a consistent training experience.

Chapter: Hands-On Training Instructor Guides

Practice 7: Verify performance and reinforce learning on the job

Problem
Training results fade when new skills are not applied after instruction.

Action
Observe job performance and provide follow-up support after training.

Outcome
New skills are used more consistently at work.

Chapter: Making Hands-On Training Work

Practice 8: Build training around active participation

Problem
People learn less when they remain passive during training.

Action
Make practice and participation the main learning activities.

Outcome
Learning becomes more effective.

Chapter: Conclusion: Harnessing Human Nature