Training of OJT

Training of OJT
13/10/09 Update

Track record Line up Our Coach Contact

Aims and features

Japanese companies value employees as their most important “assets” and cultivate them into capable generalists who can fulfill any position within the organization by letting them acquire necessary skills and mindsets through various experiences. They believe that is one of their roles.
Therefore, new employees are taught and supported carefully in their work by the seniors who are responsible for their training in cooperation with other senior staff. This training and education system in the course of everyday work is called On-the-Job Training.

Rising demands of “Intentional On-the-Job Training”

In multicultural companies where different cultures are mixed, it is not common for people to believe that cultivating juniors by handing down skills and mindsets during work time is one of the roles of seniors. That is why on-the-job training does not work naturally under such an environment. On the other hand, new employees in multicultural companies are expected to become useful as fast as possible, and we believe that on-the-job training is the most effective method available for that purpose. We can provide you with the “intentional on-the-job training” to establish a strategic training system.

Plan-making by calculating back from “the ideal figure (goal)”

In the course of “intentional on-the-job training”, it is indispensable to make training plans for each new employee. However, simply stuffing training content into the plans is not considered as “intentional on-the-job training”. It is merely a support. “What” are expected until “when” has to be decided first, and then the required knowledge and skills of staff should be identified and scheduled by calculating back from the goal. This is the most effective method of making strategic training plan we suggest.

A person in charge of on-the-job training should be a producer.

It is the first step for subordinate development to decide who is in charge of the on-the-job training. However, the person who is chosen to be in charge should not take everything about development on oneself and suffer. It is necessary to ask other senior employees to teach new employees depending on the contents. It is also available to ask your superior to give lectures in training. The state of progress always has to be shared with a direct superior. And it is most important to create an environment where everyone in the workplace thinks that developing subordinates through on-the-job training is their own business.

Track Record

The reason why our training is popular

We have been providing more than 300 training programs of OJT annually for employees of local governments and enterprises nationwide. Our programs have been adopted by all kinds of businesses and organizations. But recently the number of information technology related companies and government and administrative offices that conduct our OJTs has been increasing.

Total participants
10,904(※Period covered:2012/4/1~2013/3/31)


Content: Understood well,

Trainer: Excellent・Good

Comments from participants

    • As the training proceeded on, I recognized the importance of my own role and felt myself becoming prepared for facilitating the growth of my staff. Furthermore, I got aware I have to tackle guiding my subordinates seriously. In the latter half of the training, I identified my own type and some points that required careful attention. I will put what I learned into practice in my work place.
    • I reviewed what I understood in mind during the training. I think I have to go back to my work place with those skills of listening, appraising and recognizing I learned here. Moreover, I got aware that I might turn away from the main course in accomplishing my daily routines unless I have no vision in myself.
    • After attending the training program, I remembered those old days when I was a newly adopted employee and had lots of anxieties and worries. Now I think I will be thoughtful of my subordinates who must be feeling the same way as I did. I felt relieved to know that other participants have quite the same concerns as I have now.

Our Coach

We will select appropriate trainers with ample experience of management and educating subordinates and juniors. They will direct the proceedings of a training while talking their own experience of OJT attendance and guiding their subordinates and junior employees. What they talk about their own experience will be beneficial to those who will probably be in charge of organizing OJTs and those who have attended OJTs regarding problem-solving, too. Our OJT programs have been favorably evaluated because the provision of specific case stories about both failures and successes are very helpful.

Sample training program

Sample Program
  • 1.Try putting yourself into the young employee's shoes.
    (1)【Exercise】What did you feel uneasy about when you were a young employee?
    (2)What makes them uneasy are "Unfamiliar work" and "new human relationships"
  • 2.What is OJT?
    (1)What is OJT?
    (2)Let your juniors obtain "operation skills".
    (3)Let them establish proper judgment criteria.
    (4)OJT requires "preparation", "persistence", and "balance".
    (5)Off-JT is also important.
    (6)The roles of an OJT trainer
    【Exercise】What are the roles of an OJT trainer expected from the organization?
    (7)What is required of an OJT trainer?
  • 3.Make a training plan.
    (1)Set a goal for each step.
    (2)Specify what should be accomplished in each goal.
    (3)Assign a relevant OJT trainer for actual instructions.
    【Exercise】Make a three-month training plan based on the current state of your subordinate.
  • 4.The processes of OJT
    (1)The method of instruction
    (2)Make sure to know what are instructed.
    (3)Have them report and consult.
    【Exercise】 What makes you hesitate to report to your boss?
    (4)Effective way of praising
    【Exercise】 Try listing as many praiseworthy points as possible in a subordinate.
    (5) Understand about "reprimanding".
    【Exercise】 What kind of reprimanding techniques have  impressed you most?
    (6)The proper method to accept their complaints and dissatisfaction ~ Listen to them patiently first.
  • 5.Case studies
    ※Examine countermeasures against cases that OJT trainers often have trouble with. ※The cases will be decided according to the needs of each participant after consultation.
    【Case 1】Against a selfish subordinate
    【Case 2】When your subordinate tells you that he/she wants to quit
    【Case 3】When you have so many subordinates to handle
    【Case 4】When your subordinate does not follow appropriate dress code even after repeated warnings.
    【Case 5】When your subordinate does not understand your instructions
    【Case 6】When your subordinate cannot keep his/her desk organized
    【Case 7】When your subordinate does not take initiative to think on his/her own
    【Case 8】When you need your subordinate to take over your work
Role play

この研修カリキュラムはあくまで一例です。お客さまの課題・お悩みに応じて柔軟にカスタマイズ可能です。また、研修効果を高め定着化を促進する「研修呼び覚 まシステム」や研修担当者様の負担を減らし効率向上を支援する「研修管理サービス」もございます。お気軽にご相談下さい。

Contact us



Performance record 2016
  • Number of training performance
    • 18,993
  • On-site training programs
  • 12,416
  • Open seminars
  • 6,577
  • Number of clients
    • 23,132
  • Number of participants
    • 446,010

Evalution by participants

  • Understood well,
  • Excellent,

※From October 2015 through September 2016

More information(PDF)

About Us
Our Mission
Our Services & Programs

Our Services & Programs
On-site training & Open Seminars for working people
Consulting services
System development and delivery

Features of Insource training
Concepts of Insource training
Features of Insource training
Preparation before training
Evaluating service for the training effects
Customers' reviews
Features of Insource's instructors

Network of Insource
Tokyo Headquarters
Hokkaido Branch
Tohoku Branch
Kanto Branch
Osaka Branch
Nagoya Branch
Kyushu Branch