how it was marked, cut, and joined; and why that
particular joint was necessary. The strikers understood
and easily proceeded with the job.
There are as many examples of OJT as there are
contacts between personnel in the Seabees. In a
Seabee organization, OJT is important because of the
continuous changes in equipment and personnel. OJT
provides continuous opportunities for new and better
methods of doing construction work.
In the Seabees, as well as in private industry, the
term on-the-job training means helping an individual
acquire the necessary knowledge, skill, and habits to
perform a specific job. This definition implies that the
job training applies not only to the Constructionman
or to the new personnel in an organization, but also to
any other person who is assigned a new job. It
indicates that iob training is a continual process in the
Seabees. No one is completely trained. Performance
can alway be improved. It is by keeping interest high
and by sharing directions, suggestions, and
information that we increase proficiency.
Bear in mind, however, that OJT is an active
process and requires supervisors who are aware of the
needs of the trainees and who can motivate them to
learn. Use methods that add meaningful experiences
to the trainees storehouse of knowledge.
A supervisor who does a good job of training
personnel benefits in many ways. For one thing,
well-trained crew members brag about their
supervisor, especially to their buddies in other crews.
If you have a valuable skill, knowledge, or attitude and
impart that skill, knowledge, or attitude to 10
othersyou have multiplied your effectiveness
Setting Up a Program
In setting up an OJT program, one of the first
things you should do is an administrative analysis to
determine the training needs.
One of the training needs may be for advancement
in rate for your personnel. Few things will make you
as proud as seeing Constructionmen that you have
trained make third class petty officer. Do you know
what they are thinking? Their comments may be, Oh
boy, no more mess cooking. But their real thoughts
are probably that they cannot wait until they can sew
on the next stripe. In preparing a program, keep three
things in mind:
. The subjects to be taught
. Your broad knowledge pertaining to the training
. Ways you can best share your experience
When breaking the subjects down into lessons,
consider the length of time to be devoted to each
subject, and determine if you are going to teach these
subjects in a classroom, field, or shop. You may have
to determine lesson objectives, establish lesson
sequence, analyze reference materials, prepare lesson
plans, and so on. Remember that in any type of training
program, the objective is to help the trainee learn the
most information in the shortest time possible.
Implementing a Program
You should consider various courses of action in
implementing an OJT program. To the supervisor or
trainer, some of the most important are as follows:
Survey unit assignments and be sure each as-
signment fits an individuals classification and specific
Determine the exact need for training. To deter-
mine this need, establish two things: (A) the specific job
requirements and (B) the individual skills of the trainee.
when A and B are known, the OJT required can be
stated in a simple formula.
A + B = OJT required
Determine the most effective method or meth-
ods of training. The number of people, time available,
facilities required, nature of the training, and individual
capabilities are factors that will affect your decision.
Select the individuals who will actually con-
duct the training. You should remember that the end
product will be no better than those who conduct the
Procure all available materials that may help
supplement the program.
Monitor the program continually. You need to
be sure that the OJT does not lag, that training records
are kept current, and that newly developed skills are
This is truly a large order. But now, more than
ever, our Navy depends upon quality training. It is an
important job, and it is one that never ends.