redneck yacht club canoe and kayak rental photos

Open weekends 8-3, short float only! Boat launch fee is $10/ boat (includes shuttle).

Redneck Yacht Club

Signed in as:

[email protected]

• Short Float
• Hippie Hole
• Trip Info & Tips
• Campgrounds & Cabins
• Directions & Maps
• Weddings & Photo Gallery

(256) 447-8690

Kayak Rentals & Shuttles~ Campgrounds & Cabin Rentals

Rentals & shuttles saturday & sunday 8am-3pm short float, kayak rentals, shuttle service, campgrounds, cabin rentals, creekside pavilion rental, creekside cafe at the "hippie hole" & more.

We offer a short float (3-4 hours) & a long float (5-6 hours).  Depending on which float you're doing, we will direct you to the take-out to park, we shuttle you back to the launch area, 3850 County Road 175 Piedmont, AL 36272 (all trips begin here) and you float back to your vehicle.  

At the end of your trip you will be back at your vehicle.  

We have 3 locations-(launch area & 2 take-outs).

We do not haul personal boats!  You must drop them off at the launch area, then go park according to which float you're doing.  We have directions for you at the launch area.  

Only renting?  No personal boats?...same thing, come to the launch area and get directions to the correct parking location.

Our shuttles run continuosly between 8 AM & 3PM.  No Long Floats after 11!

Boat Rental Information & Fees

• Shuttles start at 8:00 am
• Last shuttle for the Long Float is at 11:00 AM (Arrival no Later than 10:30 AM, you must be at the parking area by 11 AM)
• Last shuttle for the Short Float is at 3:00 PM (Arrival no later than 2:45 PM, you must be at the parking area by 3 PM)
• All boat rentals include shuttle service, life jacket and paddle.
• Personal Boat Launch Fee is $10 per boat (includes shuttle).
• We do not haul your boat/ boats. 
• We do not rent paddles or life jackets.  (we may have some for sale, subject to availability, call ahead).
• Kayak Rentals $30 (includes shuttle)
• Double Kayak $50 (includes shuttle)

Campgrounds & Cabin Rentals

• Cabin Rentals
• Campsites- RV & Tent Camping ( full hook-up's, water & power, and primitive). 
• Campsites available on the creek & creek adjacent for daily, weekly, and seasonal rentals. 
• Creekside pavilion for rent with power & water.  
• Cabins do not have private bathrooms...We have a bath house available for all of our guests.

Fun for All Ages! No Paddling Experience Required!

Nelson's Redneck Yacht Club is located on beautiful, spring-fed Terrapin Creek in Northeast Alabama, in the foothills of the Appalachian Mountains.  Terrapin Creek is a clear, calm creek.  This trip is a fun, easy float, with just a few small rapids.  The long float has a small dam that you can go over, or pull your boat out and go around.  There is plenty of warning, it won't sneak up on ya! 

Come visit this hidden treasure.  A float trip under a brilliant Alabama blue sky is good for the soul!  No skill required, just a relax and enjoy the scenery float trip for all ages!

Come Float with Us!

Don't forget to call for reservations for rental boats, especially on the weekends.

  We start shuttling and launching at 8:00 am, we shuttle until 3:00 pm.  Floaters have until 7 PM to get to their take-out, this allows floaters to stop and enjoy the creek along the way, park on sandbars to picnic, swim, fish, and just enjoy the day with your family and friends.  We are open 7 days a week seasonally, (weather permitting).  

We are pet friendly!  

Redneck Yacht Club Canoe & Kayak Rentals

3850 County Road 175, Piedmont, Alabama 36272, United States

256-447-8690

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Absolutely Alabama 2015

AL. Com Article,    

Haley Laurence  

Apr 15, 2017 

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Redneck Yacht Club Canoe and Kayak Rental

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Redneck Yacht Club Canoe and Kayak Rental - All You Need to Know BEFORE You Go (2024) - Tripadvisor

Redneck Yacht Club Canoe and Kayak Rental

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Redneck Yacht Club Canoe and Kayak Rental - All You Need to Know BEFORE You Go (2024)

Redneck Yacht Club Canoe and Kayak Rental, Terrapin Creek, Piedmont, Alabama, Kayak Rentals, Canoe Rentals, Double Kayak Rental, Cabin Rentals, Campground, Shuttle Service, Pavilion Rental

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Alabama Weather

• Anniston/Gadsden

This Alabama outdoors destination is one of the state's best-kept secrets

• Published: Apr. 15, 2017, 12:35 p.m.

Haley Laurence | [email protected]

Haley Laurence/[email protected]

With the weather heating up, you're probably looking for the perfect outdoors adventure. Well, I think we have it for you.

Courtesy photo

We have the ultimate relaxing place for you.

Travel to the northeast Alabama town of Piedmont on the banks of the Terrapin Creek to check out the Redneck Yacht Club Canoe and Kayak Rentals , where fun, adventure and relaxation await you. You can rent a canoe or kayak, stay in one of the cabins, plan a party or more.

It has a prime location.

Located at the foot of the Appalachian Mountains, the Redneck Yacht Club offers kayak rentals for $30 a day according to their website, and canoe rentals for $50 a day. You also can rent a double kayak for $50.

Here's the process to rent a boat or kayak:

After you pay your rental fee, the yacht club will shuttle you from the parking lot to the launch station, where you can spend the day on the water.

And if you have your own kayak or canoe?

That's fine too. Pay the fee to shuttle you from the parking to the take-out area. (The fee is $5.) Remember that the yacht club is cash only.

Each float is around five hours ...

... unless you opt in for the "hippie hole," which is a three-hour float. (So if you don't want to put your kids in a kayak or canoe for five hours, this may be the choice for you.)

Along Terrapin Creek ...

You'll find plenty of places to explore and lots of adventures. There are picnic tables and more set up along the miles-long journey.

Just remember:

To bring a cooler full of drinks and food, plus sunscreen, hats and something to attach your cooler to your kayak.

But it's not just fun on the creek ...

You can rent the club's pavilion, which is the perfect place for a high school or family reunion or general get-together.

If you want to bring your RV ...

There's RV and camper overnight camping (which includes sewer, power and water) available with a fee. There's also an option for primitive camping.

And yes, you can even get married there.

Want a low-key, relaxing wedding? You can rent the pavilion area for your big day.

If you want to up the fun ante a little bit ...

You can rent one of the club's cabins. We're particularly fond of this cabin -- just look at this slide setup.

If you don't want a cabin with the massive slides ...

There are still plenty of others to choose from.

No GPS? No problem.

You'll find a sign for the club on Highway 9.

Facebook photo

And remember ....

You can buy a Redneck Yacht Club T-shirt for $15 before you leave.

And yes, it's so Alabama ...

.. that Fred Hunter of "Absolutely Alabama" has been there.

For details ...

Find the Redneck Yacht Club's Facebook page here,  or visit their website here.

Read more about Alabama ...

10 Alabama weekend getaways

13 reasons to visit this Alabama lake town this summer

26 reasons you should have a Shoals getaway

20 perfect picnic spots in Alabama this spring

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Rent Kayaks At Alabama's Redneck Yacht Club For The Ultimate Summer Adventure

Jennifer Young

More by this Author

Alabama is filled with many wonderful places that are perfect summer attractions. One place in particular is Nelson’s Redneck Yacht Club, which is commonly referred to as Alabama’s Redneck Yacht Club. This outdoor attraction is great for all ages and offers a summer adventure like no other. To learn all about it, take a look below.

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Have you ever rented a kayak at Alabama’s Redneck Yacht Club and floated down Terrapin Creek? If so, please share your experience with us in the comments below.

For a list of more places in Alabama to visit this summer, be sure to take a look at the following article: 9 Awesome Places In Alabama You’ll Never Forgive Yourself For Not Checking Out This Summer .

OnlyInYourState may earn compensation through affiliate links in this article. As an Amazon Associate, we earn from qualifying purchases.

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Redneck Yacht Club Canoe and Kayak Rentals

We offer canoe and kayak rentals, shuttle service, campgrounds, cabin rentals, a creekside pavilion, and more. We have a short, 3 hour float, and a longer, 5-6 hour float. This is a family fun float, no experience necessary!

Getting There

• 3850 County Road 175
• Piedmont, AL 36272

Where to Stay

City heart inn & suites--piedmont, night in the museum hotel, indian mountain atv park, redneck yacht club canoe, kayak, campground & cabin rentals, upcoming events, rock run christmas parade, find your alabama sweet spot.

Find the sweetest Alabama vacation spot perfectly suited just for you. Customize your next Alabama vacation by the type of experience you are looking for, then filter by the region of Alabama you want to visit. Don't know what your Alabama destination should be? Let our interactive location map be your guide. Now, where is your next Alabama Sweet Spot?

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REDNECK YACHT CLUB CANOE AND KAYAK RENTAL (Piedmont) - All You Need to Know BEFORE You Go (2024)

on the job training presentation

• On The Job Training

Sep 22, 2014

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On The Job Training. Presentation by Mark Hoxmeier. What will be covered. On-the-job-training defined How on-the-job-training can be used in your organization On-the-job-training explained How it works A real world example An exercise Summary. What is on-the-job-training?.

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• job training
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Presentation Transcript

On The Job Training Presentation by Mark Hoxmeier

What will be covered • On-the-job-training defined • How on-the-job-training can be used in your organization • On-the-job-training explained • How it works • A real world example • An exercise • Summary

What is on-the-job-training? • On-the-job-training (OJT) is simply the training that an employee receives at work during the normal work day (Foster,p. 458)

How can OJT be used in your organization? • To teach a single skill or task • Multiple programs • Used to help teach tasks within a work process • Used in conjunction with other types of training procedures (Foster, p. 411)

On-the-job-training explained • OJT is very important to today’s businesses because of: • Greater emphasis on the value of formal education and training programs • Advanced learning must be grounded in real-world curricula • Investment in human capitol is perceived by many to add shareholder value (Vital Speeches of the Day, p.418)

OJT explained (cont.) • Information is not training • Employers must have insight as to how individuals learn • Employees learn through: • Practice • Feedback • Guidance (Franchising World, p. 25)

OJT explained (cont.) • Different kinds of instructional goals require different instructional strategies • The trainer needs to focus on output rather than the training program itself • Effective training design • Necessary knowledge and skills • Setting in which job is performed

OJT explained (cont.) • Training must be done in a manner to assure that the participant completes the training with: • A high sense of value for what they have learned • High competence in their ability to perform the task for which they were trained • High levels of confidence in their ability to perform the trained skill (Franchising World, p.26)

OJT and the Internet • Using the Internet as an OJT tool • Mobile • Helpful in time-pressed situations • Good for self-motivated employees • Eager to master skills on own-terms • Supplement for traditional instructor-led training (Upside, p.165)

How OJT works • Structured OJT • Prepare the trainee • Present the training • Require a response • Provide feedback • Evaluate performance (Quality, p.84)

Prepare the trainee • Explain the purpose • Determine prerequisites • In applicable cases, explain general safety and quality issues • Explain how training will be done • Try to set trainee at ease and solicit questions

Present the training • Position the trainee • Provide overview of process and steps involved • Include safety and quality issues again • Describe and demonstrate • Summarize

Require a response and provide feedback • Simultaneous actions in the structure of OJT • Establish a level of understanding with the trainee so you can get honest and open response

Evaluate performance • Value the trainees opinions • Quantifiable output “Structured OJT is one of the preventive expenses that will help reduce, if not eliminate, the cost of failure” (Quality, p.84)

A real world example in the aerospace industry (Training, p.76) • What was the issue? • What caused the problem? • How OJT helped the problem

What was the issue? • Certified aerospace inspectors continually failed to detect serious flaws in metal components

What caused the problem? • The inspectors were not properly operating the test equipment • The method for teaching the inspector was by watching another inspector who had more experience with the machine

How OJT helped • Developed simple procedures for the task • Identified and document best practices • Training professional used the documentation to train • Fostered an environment of communication and learning

A Simple Exercise • You will need two other individuals to help emphasize the importance of OJT • With the first individual, separately show him/her how to fold a particular style of paper airplane. SHOW ONLY.

Exercise (cont.) • With the second individual: • Show as well as allow individual to follow along w/ his/her own paper • Use a documented step by step procedure • Encourage questions and communication • Then let both try to reproduce • Unless, the first individual already knows that style of airplane he/she will probably have more difficulty reproducing it

Summary • OJT is important because it grounded in real-life practice • Employees learn through practice, feedback, and guidance • Structured OJT includes preparing the trainee, presenting the training, requiring a response, providing feedback, evaluating performance.

Bibliography Foster, S. Thomas. Managing Quality: An Integrative Approach. New Jersey: Prentice Hall, 2001. Franklin, Harriet. “Five Steps to Effective Training.” Franchising World Sep./Oct. 1999: 24-26. Greenspan, Alan. “Investments in Human Capitol.” Vital Speeches of the Day 1 May 2000: 418-420. Suzik, Holly Ann. “On-The-Job Training: Do It Right!” Quality Nov. 1999: 84. Terry, Lisa. “On The Job Training.” Upside May 2000: 165-174. Walter, Diane. “A View From the Floor.” Training Jul. 2001: 76.

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What do we mean by on-the-job training?

Is on-the-job training effective, the benefits of on-the-job training, 5 types of on-the-job training.

How to create an OJT training program

Also known as OJT, on-the-job training is pretty much exactly what it sounds like — learning how to do the job (or do the job better) while in the role.

Through hands-on teaching and coaching, employees learn the practical skills and knowledge they need to perform their job. Th e man  takes place in a normal work environment rather than outside the workplace in a classroom or virtual setting.

Hiring the right, qualified, person for a job is just the beginning of setting them up for success at work. They’re going to have to learn hands-on the ins and outs of your company and its unique practices and processes. 

And jobs today rarely stay the same. There's learning what you need to know when you start the job, and there's learning all the ways other people have figured out to do the job better. The tools or systems you use often change, and you have to learn how to do the job in a new way.

For employees and employers, on-the-job training is one of the best ways to deliver this type of specific and continuous learning. 

Here’s how to develop a successful on-the-job training program to onboard new employees and the importance of OJT for your business.

Both off-the-job training and on-the-job training help employees develop certain skills they need for their job. But OJT focuses on integrating new employees into their everyday work environment.

Rather than hiring a person from outside the organization, OJT is typically a type of internal training. It might be set up as a program, with defined expectations and a set beginning and end, but often it is far less formal. Experienced colleagues, managers, and members of HR take responsibility for helping the individual develop professional skills and capabilities. They tend to focus on "how work gets done here."

A peer or manager might give a mini-lecture or demonstration of how to do something or the steps of a process. Much of OJT comes through side-by-side mentoring, modeling, and coaching where an employee passes their skills and knowledge on to a new or less-skilled employee.

This type of participatory training has several benefits for an organization and its employees. It is an especially useful form of training for onboarding, so try adding it to your new hire checklist .

What is on-the-job training used for?

There’s an additional level of familiarity and certain competencies that employees gain from hands-on training. This experience is difficult to replicate in a classroom or more traditional learning environment or training method. So some roles, such as an aircraft pilot, would use on-the-job training over instructor-lead training environments to get the most value out of the training period.

Training on the job is a cost-effective form of onboarding that encourages employee confidence. By helping new employees adapt faster to their job, you're developing their skills and encouraging career progression . You're also contributing to a more effective, productive, and satisfied workforce.

On-the-job training can have many benefits for new employees and your organization as a whole. Onboarding employees into their new job or role is an in-depth process. Training is just one part of the equation. Getting new workers into a training plan that involves shadowing or on-the-job training can help support your existing teams from the get-go.

How OJT benefits employers

Improved productivity and work motivation.

Have you ever had that feeling that you don’t really know what you’re doing at your job? That you don’t even know how you got the job in the first place? 

Even if you’ve never experienced imposter syndrome , you can imagine how intimidating and distressing it can be.

On-the-job training prevents new employees from feeling lost and out of their depth. By providing training opportunities that are packed with useful information, you're setting them up for success.

They’ll learn the ins and outs of the business, making them more productive employees who are motivated to take their careers to the next level.

Increased job satisfaction

How can you do a good job if you don’t know what it is you’re supposed to be doing?

Explicitly showing employees exactly what is expected of them allows them to fulfill their roles at work better.

They naturally feel more equipped to excel in the workplace when given the skills and knowledge needed to complete their job. They also foster new-hire socialization and boost social capital.

By creating a culture of shared learning, both new and experienced employees feel a sense of belonging . This, in turn, lends itself to increased job satisfaction.

Higher employee retention

Brandon Hall Group researched the value of proper onboarding training. They found that organizations with a strong onboarding process improve new-hire retention by 82% . It also increases productivity by 70%.

Companies with weak onboarding programs lose the confidence of their candidates. Because of this, they're more likely to lose these employees in the first year.

By using on-the-job training as part of your onboarding program, you can prevent a high employee turnover .

Cost-effective form of training

From a financial point of view, the importance of on-the-job training is clear.

Off-the-job or corporate training often paying for things like a training facility and educational materials and hiring a presenter.

With on-the-job training, these costs aren’t usually relevant. Peer training in the workplace means spending less on those expensive onboarding programs. Higher employee retention from OJT also makes this form of training a sound financial investment.

Tailored to the business and new employee

OJT is generally just more effective for improving someone's ability to do their actual job in a specific work environment.

Combined with organizational training , OJT supports your business’s specific needs at a moment in time. It meets the employee's need to learn how to do something right when they encounter it, so it is relevant, and they are motivated to learn it.

Contrast that with waiting months for a class to be scheduled (or maybe even developed) and getting approval to take it. Training new recruits on the job can help you get business needs met more quickly.

How OJT benefits employees

Faster learning.

As humans, we learn better by doing. Training new employees while they work in the role helps them learn the necessary skills faster and in a way that is more relevant to them.

The experiential nature of OJT creates an opportunity for valuable and memorable personal learning.

Training is paid

Some jobs do not pay employees for the time they spend in training. Rather than having to complete a training program before receiving a paycheck, OJT lets employees continue earning while getting up to speed on the job skills of their new role.

The training a new hire receives on the job grows their skillset in areas they may not otherwise be exposed to. The nuance of OJT lets new employees broaden their skillsets and strengthen the skills they already have.

Let’s take a look at five types of more formal OJT that you could use at your workplace:

1. Orientation

Workplace orientation provides new employees with basic information about their new roles. Most companies have some form of orientation in place, even if they don’t consider it on-the-job training.

Through this popular type of OJT, a supervisor helps a recruit become familiar with the organization. They share information like workplace culture , employee benefits , and the company mission.

2. Internship

Whether paid or unpaid, an internship is a temporary position. They’re mostly sought out by students and graduates.

Rather than focusing on employment, the position focuses on career growth . The period of work experience gives exposure to the real-world working environment.

3. Apprenticeship

An apprenticeship program is typically for adult learners to earn money while they learn in a real job. While an internship focuses on experience, apprenticeships focus on training.

An apprentice should already know they want to work in that particular field. This type of on-the-job training is often used for highly skilled jobs that require a lot of practical training.

4. Job rotation

This technique involves moving employees between their assigned roles. It promotes experience and variety by switching a new employee around a range of positions.

This is a great way to give employees an overview of the entire process. It also gives team members a better sense of what their colleagues do for the organization.

5. Mentoring programs

Assigning a mentor to a new employee has many benefits, including learning on the job. The new hire gains practical advice, encouragement, and support.

This method of training also teaches the current experienced employee how to be a teacher.

How to create an OJT training program

The first step to creating an on-the-job training program is deciding on who’s doing the training. It should be someone who’s already part of the organization.

Most often, it’s a colleague or peer who can confidently perform the job being taught. But a people manager  or member of HR can also be involved in getting a new employee properly up to speed.

Here are a few tips for employers on how to efficiently set up an OJT program:

• Determine requirements . What does the new employee need to learn? Make a note of everything you think they need to know in order to competently perform their job. Prioritize it so it isn't too overwhelming. As they go through their training period, share the list with them and refer to the list of requirements to check their readiness.
• Make the program employee-specific. Everyone has different learning styles. In order for the OJT program to be a success, ensure that the training is flexible to take people's differences into consideration. The training should also take into account what the new employee already knows and what they don’t need training on.
• Identify trainers and set expectations. Because OJT is internal, existing employees (team members and supervisors) will be doing the training, coaching, and mentoring. Consider giving new employees a buddy or OJT "point person" who they can turn to with questions and who keeps track of whether any important training is falling through the cracks.
• Select the right people within your organization to shape your new employees. Remember, they will have a huge influence on what the new employee understands about the work but also about the culture and work environment. Teaching managers and supervisors to act in a coaching mode will increase the effectiveness of this type of internal development.
• Regularly evaluate the program . Here’s a scary statistic: only about one in 10 employees think their employer does a great job of onboarding  new employees. To prevent this, get regular feedback from your employees through surveys or discussion groups. If the program isn’t working, identify what needs to change.
• Create a safe environment. Employees must feel comfortable speaking up  when unsure of what they are being taught. Create a workplace atmosphere that encourages new employees to ask questions.

Grow your company with on-the-job training

As Aristotle said, “For the things we have to learn before we can do them, we learn by doing them.”

On-the-job training is the perfect example of this. An effective training program lets employees learn from leaders, peers, and on-the-job.

Elizabeth Perry, ACC

Elizabeth Perry is a Coach Community Manager at BetterUp. She uses strategic engagement strategies to cultivate a learning community across a global network of Coaches through in-person and virtual experiences, technology-enabled platforms, and strategic coaching industry partnerships. With over 3 years of coaching experience and a certification in transformative leadership and life coaching from Sofia University, Elizabeth leverages transpersonal psychology expertise to help coaches and clients gain awareness of their behavioral and thought patterns, discover their purpose and passions, and elevate their potential. She is a lifelong student of psychology, personal growth, and human potential as well as an ICF-certified ACC transpersonal life and leadership Coach.

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Article • 10 min read

How to develop a hands-on training program.

By the Mind Tools Content Team

If you're in a leadership or management position, think about how you train your people in new skills. You probably use a mixture of training methods, including on-the-job training.

But when is on-the-job training appropriate? And how do you structure it effectively, so that your people and your organization get the greatest benefit from it?

In this article, we explore on-the-job training. We examine where it works best, and discuss how to set up an effective training program for your team or organization.

What Is On-the-Job Training?

This type of training happens when a team member (trainee) works alongside a more experienced colleague (trainer), so that they can learn new skills under normal working conditions.

As such, it's probably the oldest form of career development. For centuries people have been learning how to do a job by working with, or observing, someone more knowledgeable and experienced. It's still the most widely used training method today, and is suitable in many types of workplaces.

There are two forms of on-the-job training: unstructured and structured .

Unstructured Training Methods

Unstructured on-the-job training is "free form." It mostly consists of the trainer acting as a guide or mentor to the trainee throughout the working day.

The trainer teaches vital knowledge and skills, and then allows the trainee to learn through trial and error. The trainer, along with a manager, offers feedback and suggestions for improvement as they go along.

Types of Structured Training

Structured on-the-job training also takes place in the work environment, but differs in that it is better planned. For example, trainers may deliver presentations and lectures, recommend reading materials, or provide instructive questionnaires that help the trainee to learn new skills.

The trainee then applies what they've learned. The trainer inspects work or shadows the trainee and offers feedback and suggestions, as with unstructured on-the-job training.

Advantages of On-the-Job Training

One of the biggest advantages of this approach to training is that it's easy to set up. All you need is an experienced team member, and the tools and resources that the trainee will need to do their job.

On-the-job training (especially unstructured) is inexpensive compared to other forms of training such as computer simulation and classroom-based training. This makes it especially useful for smaller organizations.

Another advantage is that this approach to training puts new team members into the daily operations of the organization right from the start. New people can quickly get a feel for the corporate culture and the pace of work, and they can rapidly get to know their new colleagues and key stakeholders.

Trainees will also have the opportunity to put their new skills to use immediately, which helps them to retain the information they've learned.

When On-the-Job Training Is Appropriate

On-the-job training can be beneficial in many work environments, especially in areas such as customer service, retail, sales, and manufacturing.

It can also be useful for roles that require the use of hard skills, such as data entry or purchasing, or any role that's heavily dependent on structured procedures. It is often used in succession planning , too.

It can, however, be less beneficial in knowledge-based roles such as IT or marketing. (Trainees in these roles are likely to benefit more from classroom-based training.)

The effectiveness of on-the-job training will also depend on your team or organization.

For example, the quality of instruction largely depends on the staff member you choose to do the training. If they have no knowledge of training techniques, or poor communication skills , they won't be able to deliver instructions or insights clearly. This can lead to gaps in the trainee's knowledge.

On-the-job training can also take a long time. During this time, trainers may have to delegate , or delay other work, to make time for training sessions. Depending on their role, this can lower the productivity of other team members, or even an entire team.

How to Set Up On-the-Job Training

On-the-job training is relatively easy to set up.

The first step is to identify potential trainers in your department or organization. Look for those who are skilled in their area (and potentially others, too). They'll also need good communication skills, patience, emotional intelligence , and empathy .

Trainers must be willing to share their knowledge. You may also want to identify trainers based on their overall attitude to the job, and to your organization – having a good role model is especially important if trainees are new to the team or organization.

Once you've identified your trainers, you may need to teach them how to train new people. (Our article on 4MAT can help here.) Your trainers may also benefit from knowing how to mentor another team member.

If the training session will be unstructured, write up a brief outline detailing what you'd like the trainer to cover. Make sure that they have all the passwords and tools they need to work with the trainee.

You'll also have to decide who will take over the trainer's main responsibilities if their work is affected while they're doing the training.

If the training will be structured, do a Training Needs Assessment with the trainee to find out how much they already know. This can help you, or the trainer, structure the information in the most useful and effective way.

Next, consider following this simple four-step process for each session of on-the-job training:

• Prepare: Explain to trainees how the training session will take place. Give them an overview of the skills that they'll be learning.
• Present: Present the information that they need to learn. This could be in the form of written materials, videos, online learning sessions, or lectures, for example.
• Apply: Once trainees have received instruction, encourage them to try tasks out on their own, while being supervised by the trainer.
• Inspect: At this point the trainer needs to inspect what trainees have done, and offer feedback on what went right, and what went wrong. For each new skill learned, the trainer should continue to provide feedback and guidance.

This four-step process was originally designed by Charles Allen, a manufacturer, who based it on the ideas of psychologist Johann Herbart. Bear in mind, however, that this process might not be always relevant to your needs, or to the role that you're training for. Use your own best judgment here.

Example of On-the-Job Training

You've recently hired a new sales rep, Janet, to join your district team.

After looking over her résumé and conducting a Training Needs Assessment, you know that Janet has previous sales experience, and responds well to observational and hands-on training techniques.

You decide to pair her with Eva, one of your leading sales reps. You know that training Janet will take away from Eva's valuable time, but you want her to be coached by one of your best people.

A few days before Janet is due to start, you call Eva into your office to discuss the training. You've written up a list of learning objectives and skills that you'd like Janet to know by the end of the week-long shadow session. Her main objectives are to learn how to find potential new clients, learn the organization's process for initiating contact, and get a thorough knowledge of the entire product line. You also ask Eva to pass along other skills, such as how to sell effectively in your industry's niche.

On Monday morning Janet spends the morning in Eva's office, watching her make sales calls and organizing her list of afternoon client meetings. She takes notes, and asks regular questions.

In the afternoon, she shadows Eva while she meets potential clients. She gets to see how Eva approaches the clients, the methods she uses to explain the product line, and how she goes about closing the sale.

A few days into her training, Eva asks Janet to communicate with potential clients. Janet is also encouraged to start researching and creating her own list of prospects. She then goes with Eva and takes the lead in these meetings while Eva stays in the background, watching and taking notes. After each meeting, Eva lets Janet know what she did well, and where she needs more work.

By the end of the week Janet is comfortable with the routine and demands of her new role. She's developed a list of potential clients, and gone through several meetings as the lead rep. Eva will continue to mentor her and answer questions over the next few weeks, while she learns more skills.

On-the-job training is one of the most widely used approaches to training. It offers several benefits, such as ease of use, low cost, and quick implementation.

You can improve your on-the-job training programs by making sure that your trainers are properly trained themselves. You should also provide an outline of skills that the trainee should have mastered by the end of the training program.

For structured on-the-job training, follow the four steps of prepare, present, apply, and inspect, for each training session.

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On-the-job Training

Ivan Andreev

Demand Generation & Capture Strategist

ivan.andreev@valamis.com

December 7, 2021 · updated April 5, 2024

8 minute read

On-the-job training isn’t always standard practice, but it can increase productivity and efficiency in specific industries. Not only that, it can benefit the company as a whole, from reducing training costs to creating more effective, motivated employees.

This article will cover how to begin on-the-job training for employees and how it can benefit your company and workforce. Once you read this guide, you will understand the advantages of on-the-job training and how to implement it at your workplace successfully.

What is on-the-job training?

Benefits of on the job training, on the job training plan with best practices.

On-the-job training ( OJT ) is a practical approach to acquiring new competencies and skills needed for a job in a real, or close to real, working environment.

It is often used to learn how to use particular tools or equipment in a live-work practice, simulated, or training environment.

Rather than showing employees presentations or giving them worksheets, they learn about the job by doing it. This training happens at the workplace, with guidance from a supervisor, manager, or another knowledgeable employee.

New employees that undergo on-the-job training get a firsthand look at all the work procedures they can expect to encounter. They learn workplace expectations, equipment operation, and any other skill they need to complete their job successfully.

On-the-job training may take anywhere from days to weeks or longer, depending on the tasks the job requires. Often, new employees start by shadowing other employees and then move onto completing these tasks with supervision.

The importance of on the job training

There are all types of learners: some are visual, some are hands-on, and some do better by reading instructions. However, on-the-job training has incredible importance in today’s workforce.

On-the-job training allows employees to gain experience working in situations very similar to those they’ll encounter on a daily basis. Employees will use the same tools and equipment they need for their job while being guided by an experienced trainer.

This allows employees to learn and practice their job while still in training.

Other training methods, like online training or seminars, only give employees basic information rather than actual experience.

“Experience is the teacher of all things.” – Julius Caesar

On-the-job training benefits employees and employers, and this next section will highlight some of the key benefits of on-the-job training.

1. Faster training with real experience

People quickly learn what they need to do and perform their job on a good or acceptable level.

Traditional training can be a lengthy process, and employees may not retain much information. This means employees may need correction or retraining later on.

With on-the-job training, employees learn precisely what their job entails and ask any questions that arise while shadowing coworkers.

The digital learning ecosystem workbook

You’ll get a list of useful questions and tasks to help you know your learning space better and ways to improve it.

2. Faster adaptation to a new job

It is essential in industries with high turnover rates, e.g., retail, restaurant business, customer service, manufacturing, etc.

This type of training can help with faster onboarding and getting an acceptable level of performance. It allows employees to learn processes in your organization faster and more efficiently.

3. In most cases, it is easy to set up

On-the-job training is one of the simpler training programs to set up. Because you already have employees that know the job, you have a knowledge base to draw from.

You don’t need to set up complicated presentations. You simply need to pick a high-performing employee to train new staff.

4. Trainee can perform simple job tasks from the beginning

Trainees start learning the easier parts of their job first. As such, they can take on small responsibilities before they even complete training.

For instance, answering phones or directing customers to the correct store departments. If you are shorthanded and get busy, your trainee can assist, and this can ease the block in the workflow.

5. Retain good employees

Employee retention is crucial in any industry. However, employees aren’t as effective if they’re unsure of what exactly their job entails.

Not only that, confusion about the work expected from them can create a stressful environment, leading to high turnover rates.

On-the-job training shows employees exactly what duties they’re expected to complete, and exactly how to complete them.

As part of their training process, they practice each task expected of them and get detailed information about what processes their job involves.

This eliminates confusion, stress, and allows employees to perform their job to the best of their abilities.

6. Attract the right people

On-the-job training allows companies to find the right people for the job because they show capability during the training process. Also, by offering on-the-job training, companies become more attractive to potential employees.

These prospective employees know their time is well spent, and employers can assess skills during training.

7. Team building

With on-the-job training, new employees meet their new coworkers right away and start becoming part of the team.

This creates familiarity and opens up opportunities for new employees to ask questions, even if their training is complete.

Additionally, trainees become more familiar with various workplace departments and can expand their skill set over time.

8. Elementary knowledge management

More experienced employees transfer their knowledge and experience to the new employees, so this knowledge wouldn’t be lost if they leave the company. Of course, it doesn’t cover deep or specific knowledge, but at least it is something.

Many employers refer to this as “ knowledge management ”. Essentially, by having more experienced employees transfer their job knowledge, you retain those skills and knowledge within the company.

9. Financial benefits

On-the-job training happens as part of the regular workday and requires less time. Traditional training requires set training sessions and sometimes seminars.

So the employer saves money on training, and at the same time, the employee performs some of the work duties and brings additional profit to the company.

These tips and best practices will help you bring on-the-job training into your workplace.

1. Identify potential trainers

You wouldn’t have a new employee perform any real job alone. So you need to find trainers who are willing to share their knowledge.

Being selected to train other employees should be an incentive for good employee performance .

Not only that, but it also shows you which experienced employees can be promoted over time.

Not all trainers must be managers. However, the employees you do select as on-the-job trainers should show exceptional performance and a high level of capability and knowledge within their job.

Some employers choose to hire third-party trainers, which can be helpful if you don’t have the resources to train from within your workforce.

2. Structure training process

Any good training program starts with a structured plan. Create a list of the tasks the job requires on a regular basis, and detail the policies and procedures employees should know.

Because this varies with each job, you need to create a plan and list for each job.

3. Automate the learning process

If you have a learning environment with training materials that can cover some aspects of the job, then provide access to it. It can save trainers time and help trainees retain needed information.

Also, they can use it after the training to refresh knowledge, or practice something.

Not only that, your employees will know where to turn first, before seeking other assistance and taking time from another employee’s tasks.

4. Allow trainees to practice their skills

After learning from their instructor, new employees should be allowed to practice their skills, under the supervision of their trainer.

During this time, trainers should evaluate their performance. If there are any issues, the trainer can address and correct them.

Once on-the-job training is complete, conduct an assessment to ensure the employee has gained the skills needed for their job.

5. Check-in during and after training

Depending on the length of the training, it may be necessary to assess progress during the process.

For example, evaluating the trainee’s skills after learning a particular aspect of the job.

Remember, part of the on-the-job training is ensuring that new employees have the knowledge and skills to complete their job independently.

6. Get feedback and improve

After employees complete on-the-job training, get feedback from both trainer and trainee. This provides you several insights into how your on-the-job training program is working.

First, you can see how effective on-the-job training is for your company. Next, you can assess areas that may need improvement or skills that may need more time for training.

You can also get insight into how both the trainer and trainee performed. This allows you to determine whether the trainer is effective, or if another employee is better suited to the task.

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Home Blog Education How to Create and Deliver Training Presentations That Make an Impact

How to Create and Deliver Training Presentations That Make an Impact

Blended learning and hybrid workplaces have improved how employees train and optimize their work output. Corporate training is now a rich combination of in-person group sessions, live online lessons, and SCORM courses that employees can follow at their own pace. 

Are your training presentations up to the challenge?

Learning & Development strategists, HR, and performance management managers take note. In this guide, we’ll show you how to create a training deck from start to finish . Plus, some template examples and optimization tips for creating training presentations that make learning more effective.

What is a Training Presentation?

A training presentation is a set of slides created to teach a skill or increase knowledge of a topic. They’re used in training and development strategies in companies worldwide. Across the slides in a training presentation, employees learn essential information and skills to do their jobs better and grow in their careers.

Types of Training Presentations

Training presentations form part of all L&D initiatives in an HR department. They have one of two purposes; to train employees for the job at the present moment and to train them for growth and the future. 

Training for the job instructs employees on how to carry out their assigned tasks and responsibilities . The skills they learn follow guidelines from the company’s brand, processes, and structure.

Examples include:

• On-the-job training
• Practice simulations
• Orientation
• Skillbuilding 

To train for growth , employees are given resources to increase their capabilities, like learning new technology or methodology. They learn skills that will help their career future, preparing them for a promotion within the company or for changing teams laterally in a new role.

Growth training includes topics like:

• Soft skills
• New technology
• New processes or methodologies
• Job rotation
• Personal development
• Career expansion

Why Are Training Presentations Important?

High-quality training and development initiatives in a corporate setting offer many benefits. Three of the most relevant are employee buy-in and retention, company culture, and professional development.

Employee Buy-in and Retention

When training presentations are achieved at a high standard, team members in People Management, Human Resources, Learning & Development, and DEI feel confident and proud of their work in training fellow employees. 

They accompany employees along training paths, so it’s better if they’re invested in what they’re sharing. For a solid brand identity —and clear company culture—thorough training helps with buy-in straight out of the gate with an onboarding strategy. Then continues with regular training initiatives that lead to retention, satisfaction and loyalty.

Company Culture 

The role of company culture in an organization has a lot of weight towards brand equity. But a strong culture doesn’t happen overnight; it’s instilled in the employees’ minds through team-building activities, motivational seminars, and equitable training in all aspects of work.

Company culture flows through the ongoing interaction between trainers and trainees. Group sessions and training days help build relationships between teams and employees. Feeling invested is a trait developed through the right type of training. 

Professional Development

High-quality training for professional development is essential in every organization. On-the-job training for daily tasks is only part of the puzzle; employees also need to train for growth.

In-company training for professional development includes training for higher—or lateral—positions. Offering training for the future not only heightens professional development for individual employees but also carves a strong culture.

How to Create a Training Presentation

Let’s create a training deck together. We’ll use a case study to guide us along.

You and your L&D team at an IT Company are preparing a company-wide training session about the SCRUM framework before implementing it in more aspects of the business. The Training presentation is titled “Understanding the SCRUM Framework. Agilizing our productivity, together.” Sessions will be blended/hybrid to accommodate both in-office and remote employees. There will be a camera recording the instructor, and remote employees will see the presentation and the video of the instructor talking side by side on their screen.

1. Plan and prepare

Planning and strategizing are as important in training as in other business areas. Your training presentation already has a purpose, company-wide training about the SCRUM framework. But if you aren’t sure what employees need to learn to increase productivity and employee satisfaction, you’ll have to do some research. 

Figuring out your people’s learning and development needs takes some work. Are you using a performance management system? What does the reporting reveal? Where are employees failing to set goals? How can training presentations help? 

Analyze the reports, and you’ll see where they’re lacking. Plan upskilling strategies around those topics. With a clear objective, start preparing the training, presentation, and conversation points for group sessions. 

Put together a lesson plan covering the main characteristics of your presentation. Use it as a foundational reference during the production of the training presentation slides .

2. Create a basic structure 

Creating a structure for a training presentation is a critical step before designing slides or even writing the content. Training presentations with a set structure are more impactful than ones without. 

Following a structure makes the transference of knowledge much simpler. Write an outline that follows that structure. Do it on a document or use a visual tool like a storyboard to overview the full presentation deck .

The main structure for any training presentation has three parts; beginning, middle, and end. Yes, it’s that simple.

• Start with an agenda slide that covers the contents of the training presentation and builds a framework of what to expect out of this training program. Follow by listing the syllabus for the course and required learning material that will be accessible, and where students should download/access such content.
• Inform learners that at the end of the presentation, they will have all the basic and practical knowledge to understand and begin working with a SCRUM framework. 
• Explain (if necessary) what they need as a prerequisite to get the most out of the training.
• Any instructions they need to follow during the session, such as how to approach practical exercises or instructions for deliverables expected. 
• Share all supplemental material through links they can download or access from. This should also include any book chapter mentioned, video resources, photos, etc. Cloud-based storage accessible from the Company’s intranet tends to suit all needs.

• Throughout the meatiest slides of the presentation, teach them about the SCRUM framework. Then share how their team will use it to agile production and work in general.
• Use visual training techniques to explain themes and topics clearly.
• Create interactive moments for learners to imprint information. 
• Incorporate a variety of teaching formats to cover all learning styles; video, text, images, infographics, interactive activities, etc.

• Craft a few slides summarizing what they learned using a highlights list.
• Have learners take a quiz to test their knowledge and offer results that include the right answers to the questions they got wrong.
• Share references to supplemental material where learners can get more information on the topic.

The Middle Structure

In the middle is where most of the magic happens. A training presentation is much like a lecture in its purpose. Therefore, using teaching and lecture techniques in your presentations can only be a good idea.

Here are six lecture structures that you can apply to the middle of your presentation. For the SCRUM Framework training, we’ll use the first example .

• Start with what students can be expected to know to what students don’t know.  
• Proceed from reality to abstract ideas, theories, and principles.
• Begin with generalizations and continue with particular examples and applications.
• Open with simple ideas and round them up with complex ones
• Start sharing common misconceptions and then explain the truth.
• Go from a whole view to a detailed view. 

3. Gather resources

Organize all the content you’ll need for the presentation in a folder on the cloud or your team’s content library. Browse the SlideModel template collection, where you’ll find plenty of slides, full decks, and cut & copy elements to include in your training deck. For the slides to describe the SCRUM framework, we used this 3D PPT template of how the parts of the framework are interconnected.

Resource checklist for any training presentation:

• All visuals, videos, and PowerPoint slides add value to the training. 
• Case studies and examples support your points.
• Your company has the appropriate licenses to use the resources that are included in the final design.
• All references, citations and attributions are gathered for inclusion in the training documentation. 
• Your templates are from Slidemodel. 

4. Design the slides

Now, it’s time to put it all together and design the slides. Get all your resources ready, a list of all the templates you’ll use, and start a new project on PowerPoint.

Have your outline and/or storyboard open and start designing slides. Start with the cover and then follow the structure you decided on. Work your way through to the end and add a quiz. Here are some instructional presentation design best practices to help you along.

• Create visual unity and balance by choosing a color theme and font pairing that supports the brand message and purpose of the training.
• Mind the flow between slides from beginning to end. Use subtle transitions that don’t distract from the learning.
• Use a table of contents, section dividers, and interactive slide menus for easier navigation.
• Ensure each slide has a focal point and a visual hierarchy between all other elements.

All training material emulates the company brand, its values and vision. As marketing material follows visual and messaging brand guidelines, so should internal development content. 

Rather than mix & match slide templates, you can try a really fast method to create an entire training presentation by stating its topic, checking the suggested content, and selecting the desired slide design. This is possible thanks to the SlideModel’s AI Presentation Maker .

5 Training Presentation Slide Examples

Are you looking for inspiration to create a training presentation? SlideModel has numerous designs suitable for explaining, visually dissecting, and analyzing the material. Likewise, you’ll find templates that help L&D strategists communicate with instructors during the planning phase and beyond. 

Here are five templates that can help with your training presentation design.

Employee Onboarding

First, this multi-slide ppt template for training is an employee onboarding presentation . Use it to cover all characteristics of a corporate onboarding process. Slides include;

• Pre-boarding
• Training Activities
• Onboarding Roadmap
• Title & closing slides

Managerial Grid

The Blake & Mouton managerial grid is a great way to explain and analyze the different types of management based on production concerns and people concerns. Production concerns are characterized by tasks, and people are concerned with relationships. 

Matrix Grids can be used for other purposes as well. Like stakeholder engagement , talent analysis , and content marketing.

Multichapter Presentation

Does your training content span long chunks of information? Separate it into digestible sections and create a multichapter training presentation. If it still feels very long, separate each chapter into a lesson of a comprehensive digital course. This multichapter presentation template will help you either way. Plus, it will add considerable visual value to the deck as a whole.

SWOT Analysis

Teaching the SWOT Analysis process is best achieved with a “start big and continue into the details” presentation structure. This 5-slide template starts with the main idea and then delves deeper into each section. A visual structure like this also works for any concept that needs explanatory simplification. Simply separate the main concept into four parts and create a further slide for each.

5Cs of Customer Service

Nothing exudes versatility as much as infographics. This template has one function, to describe and analyze the 5Cs of customer service . Nevertheless, you get six visually different infographic compositions for the same topic in one template. How else can your content be separated into five sections with the same first letter? This—all words with the same first letter—is a mnemonic technique that will help your learners absorb and retain information.

How to Deliver Your Training Presentation

How will you deliver the training presentation to your learners? Depending on the company culture and working model, your training presentation will appear in any of the following scenarios.

1. As visual support to your In-person group training session.

The in-person group training session is the most common—until the pandemic changed many things. Your training presentation is the visual support during the event. 

Here are some tips for delivering a presentation during a group training session.

• Practice your ability to talk to a group. Notice your voice inflections or lack thereof. Practice the lesson with the training slides to support your spoken or activity-based teaching material.
• Remember that presenting a business presentation and teaching with a training presentation aren’t the same. If you’re new to in-person group training, research to learn and practice instruction skills.
• While training, maintain constant interaction with the learners. Ask them questions, and let them ask you questions. Invite anyone interested to join the online whiteboard for notetaking and mind-mapping the lesson.

2. As Part of a Live Online Session for Hybrid Teams.

Online, blended learning is quickly becoming popular with L&D teams. But how does it work? And why is it so special?

When you have hybrid teams with some employees in-office, others at home, and even more in other parts of the world, you need training solutions that work for everyone.

For the SCRUM training, we’d do the following:

• Prepare the training presentation slide deck.
• Organize a space for the in-person group and plan the event.
• Set up a camera to record the lesson or training session.
• Invite all employees to the session and offer them options of attendance; in-person, online, and live, watching the event recording.
• Get set up to stream the session live. You can use a webinar tool like Streamyard or the one inside your LMS platform. Someone might need to help so you can concentrate on the training rather than the technical tasks.
• Stream the lesson live and record it. On Chromecast , choose to use the split screen. One side shows the video of you teaching, and the other is the training presentation you prepared.
• Send the recording to the employees that didn’t attend in person or live online.

3. As a lesson in a digital course

Your training presentation can be its own course or part of a bigger one. In a comprehensive multi-lesson course, each section has its training presentation or a combination of presentations and other material. Use e-learning tools like SCORM and xAPI to create courses learners can do at their own pace, which you can keep track of. 

Create your SCORM and xAPI courses with PowerPoint, SlideModel, and the iSpring PPT plugin . Once finished, upload it all to your LMS platform and enroll employees to learn.

What’s the difference between SCORM and xAPI? The visual below has all the answers.

Read our guide on how to create an online course for detailed instructions and tips to make your course stand out.

3. As a PDF document

Delivering a training presentation as a PDF document shouldn’t be your first choice, but consider it for those employees that prefer learning that way. The same training presentation you create for in-person training, online learning or hybrid sessions can be downloaded as a PDF and shared via email or through the learning portal.

Takeaways for how to create successful PowerPoint Training Presentations

Optimize your training presentations to be as efficient as possible using instructional design techniques from the pros. Start with your trusty authoring combination of PowerPoint and SlideModel, and add an iSpring design plugin to complete the toolkit. Follow the steps in the sections above and then some.

Implement Interactivity 

Add interactivity to your training presentations to make them more engaging while touching on more learning styles. Interactivity can be as simple as a navigation menu between slides, dialogue simulations, and quick in-slide quizzes. Use xAPI and an LMS to create interactive training presentations for any topic.

After discussing the importance of interactivity, take a look at our 5-topic training presentation template showcased in the following video. With a tabbed menu, this training PPT template is ideal for presenting the agenda of your training session and delivering it in a streamlined manner. Each tab can represent a unique topic or module, making it easier for your audience to follow along and understand the progression of your training. The slide layout not only enhances visual appeal, making it more engaging than traditional slides, but also promotes organized content delivery.

Animated presentation templates, such as the one shown, are an effective way to captivate your audience and make the learning experience more memorable. This kind of animations add an element of surprise and engagement that static slides might lack. When paired with interactive elements mentioned earlier, such training templates can transform your training presentations into immersive learning experiences.

Add In-Slide Video

Hybrid learning and online learning have a wide berth of possibilities. One is in-slide video recordings of you—the training presenter—talking to the audience on the other side of the screen. 

This is especially practical for digital training presentations that never had an in-person session and instead are all done online. Use tools like Loom and Camtasia to record yourself speaking as you flip through the training slides. Then share the final video output on your company’s learning platform.

Offer Supplemental Material

Regardless of how you deliver your training deck, it’s always a good idea to offer supplemental material for the learner. Let’s look at some ideas:

• If you deliver the training presentation as a video with much narration, offer a PDF transcript for download. 
• On an LMS platform, add printable PDF worksheets and further reading material.
• Before or during an in-person session, give handouts and worksheets.
• In a hybrid webinar, share links to online games that help reinforce the topic.
• In any scenario, offer further resources for self-paced learning.

Incorporate Gamification

One of the best teaching techniques for turning training presentations from meh to memorable is gamification. Using games and game-like visual qualities helps learners capture and retain information better. Gamification techniques like badges, challenges, and competition elevate the learner’s feeling of happiness and contentment. They enjoy the process more and therefore learn more effectively.

Cover Multiple Platforms

Reach all employees where they are by creating and delivering versatile training presentations that are viewable on any device, from wall projectors to mobile phones. Create interconnectivity between them with downloads, digital whiteboards for notetaking, online chatrooms, handouts, etc.  

Don’t forget also to follow accessibility standards. For example, closed caption subtitles on videos and e-reader-compatible text. 

Share Questionnaires And Surveys At The End

Do you agree with the business notion that nothing in business is worth it unless you can track it? If so, then your training presentations must have a callback. Shortly after the learner has attended, watched, or listened to your training presentation, send them a short survey to gauge their satisfaction. Combine this with testing and quizzing results, and over a short time; you’ll have a good grasp on the effectiveness of your training.

Give a Certificate of Completion

Offer your learners a certificate of completion. As its name indicates, a certificate is essential for certifying that a person has taken your course. Create a visual certificate that you can send as a pdf in an email. Include all the necessary information for the learner to mention the completed course on their LinkedIn profile.

In less than three thousand words, you learned why training presentations are important for business, how to create and deliver them, plus tips on how to make your training presentations amazing.

Your L&D team and all your trained employees will benefit from optimized training presentations that use SlideModel templates for PowerPoint and Google Slides. Support your learners with visuals and instructional infographics. Start downloading educational templates today.

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On-the-job Training: Importance, Types, And Methods

Home Blog others On-the-job Training: Importance, Types, And Methods

Many organizations use training methods to improve potential hires' preexisting skills and knowledge. Training methods vary according to the type of job, the nature of the industry, and the cost of selecting a particular training method. But training methods are primarily divided into two categories: on-the-job training and off-the-job training. Human resource management runs a training needs analysis to choose the appropriate training method.

Off-the-job training method involves classroom learning methods such as projects, presentations, case studies, and assignments. On the other hand, on-the-job training is more about practical knowledge, involving real-time activities and increasing learning capacity through experiences. The on-the-job training method educates the employees about the company's mission statement, goals and objectives, and company policies. Organizations usually provide an on-the-job Training Course to employees to accustom them to their job responsibilities and workplace environment.

What is On-the-Job Training?

On-the-job training, often abbreviated as OJT training, is a hands-on method to obtain proficiency, knowledge, and skills required to ace a job in a real-life working environment. For example, an organization provides training on-the-job for new employees to get accustomed to specific devices, tools, or equipment needed in the work field. This is done with the help of practice sessions, simulations, or a fabricated training environment.

Unlike off-the-job training, which uses presentations and assignments to teach employees about the work scenario, on-the-job training methods guide them with practical application. Employees actually carry out tasks, complete responsibilities, and do their job. On-the-job training takes place at the workshop or manufactory under the supervision of a guide, manager, or senior employee of the same department.

The importance of on-the-job training for new employees is that they get a direct and unmediated experience of the work procedures. They get well-versed in potential challenges and responsibilities. Employees get to understand the manager's expectations from their role, how certain types of equipment and software work, and other necessary hard skills required to accomplish their tasks.

The duration of on-the-job training depends on the nature of the work and the task management. It may last from weeks to months. The most eminent form of on-the-job training is when new employees shadow old employees. After some time, they begin to carry out their tasks under the administration of a senior manager. 

Importance of On-the-Job Training

To understand the importance of on-the-job training, you must first know what is meant by on-the-job training. On-the-job training has a lot of benefits in the workplace. It gives an immediate platform for gaining experience and learning new tools and features. It also establishes a routine and helps new employees to adapt to their surroundings. The following are the important features of on-the-job training:  

1. Faster training with real-time experience

New employees can quickly understand the know-how of the office, their duties, and the supervisor's expectations to efficiently complete tasks and improve performance levels. Off-the-job training methods require a relatively long time, and not all employees will commit the knowledge to memory. It leads to carelessness and a need for rectification. But with on-the-job training, employees can get an accurate idea of their job roles. If they have any queries regarding the same, they may clarify them in their shadowing period.

2. An easier transition to a new job

Industries with substantial revenue and a large volume of business, like retain chains, the hospitality industry, the manufacturing industry, and customer service, often need on-the-job training. It assists with quick transition and achieving the right amount of work efficiency. Employees can comprehend the devices and procedures in the company quickly and proficiently.

3. Easily Applicable

On-the-job training is a smooth and befitting method of training individuals. It does not require any setup because the employees already have a rough idea of the role and organization they are collaborating with. Supervisors and managers don't have to create presentations or conduct seminars. All they need is an expert employee willing to train new employees.

4. Saves time

Off-the-job training lasts months on end. In contrast, on-the-job training requires less time to accomplish more significant goals. With the on-the-job training method, the company benefits from the new employee's dedication to their role and eagerness to learn. As a result, it saves time and utilizes the same to meet other common business goals.

Every industry profits from employee retention. It is possible when employees are aware of their responsibilities and the expectations of their roles. If employees are uncertain about their job, they will bring negativity and stress into the workplace. This will result in poor management and inefficiency. Many on-the-job training methods with examples help employees encounter their roles in real time and give elaborate knowledge about their job. It requires all individuals to practice and work hard to finish their tasks, removing confusion from an otherwise thriving environment.

6. Attract the right candidate

On-the-job training also acts as a test to help companies filter out qualified candidates for a job. It assesses their abilities and encourages dedicated employees to work harder. The employees with greater potential can out their time to use and develop more skills during this training period.

7. Gives you flexibility

Besides benefiting the organization, OJT training also helps the employees learn skills like adaptability and flexibility. They learn to become dexterous in any situation and gain expertise in various domains. They also develop a positive approach toward inevitable changes that occur in the workplace.

8. Team building

On-the-job training places like-minded employees together from the very beginning. It allows them to enlighten themselves and develop loyalty toward a common goal. In addition, it allows them to become aware of different departments in the organization.

9. Financial benefit

A company does not need to take special time out for on-the-job training. It is economical and time savvy as it is a practical training mode. In addition, the employees increase the company's productivity by completing the tasks assigned to them during training.

Types of On-the-Job Training

The following are the various types of on-the-job training methods used in an organization:  

1. Job Rotation

Job rotation refers to an employee switching back and forth to other jobs associated with their role and gaining expertise with various job profiles. This eliminates the feeling of mundanity and helps create interpersonal relationships with peers from different departments in the organization.

2. Coaching

As the term suggests, coaching is a type of on-the-job training that entails employee training under a supervisor or an experienced staff member. It is a direct training approach where workers can raise questions and receive illustrations and feedback about their responsibilities.

3. Job instruction Training

Here, a trainer frames a step-by-step training program for the employees. It consists of instructions and demonstrations for the trainee to carry out their tasks. It begins with an overview of job responsibilities and expected results and continues with a description of the skills required. Afterward, the trainee fulfills their duties and gains knowledge, followed by a question-and-answer session.

4. Mentoring

This type of on-the-job training is more prominent in managerial positions. A senior professional is responsible for guiding and mentoring subordinates to carry out daily operations. It is a direct training method that benefits the trainee as they learn firsthand skills.

5. Apprenticeship Training

Apprenticeship training involves long-term teaching and exercise in arts, crafts, trade, and technology. These industries demand expertise and proficiency, which cannot be gained in a classroom. Instead, it takes immediate attention and a learning process that lasts a couple of years. Some examples would be a mechanic, plumber, tool maker, or artisans disciplines.  

Various On-the-job Training Methods

1. induction.

Human resource management often uses an induction method of on-the-job training to give new employees a brief introduction to the organization.  

2. Apprenticeship

An apprenticeship is a formal and immediate training method that uses a practical approach to art by undergoing the actual work process under the supervision of an expert.  

3. Internship

It provides a professional environment to learn and gain fundamental experience in the employee's field of interest.  

4. Coaching and counseling

Coaching and counseling involve a training method that uses a series of instructions to guide a group of individuals to obtain skills and knowledge that amplify their performance.  

5. Delegation of authority

The on-the-job training method refers to a practical division of tasks among a group of employees. A manager is responsible for supervising the entire operation.  

6. Promotions and Transfers

Promotions refer to switching a job profile and moving up in the hierarchy. In comparison, transfers involve employees' ability to transfer their acquired skills into their responsibilities at work.  

7. Retaining

An effective OJT training method ensures the retention of knowledge and information. In addition, new employees regard the information obtained during training as facilitating their daily activities. 

8. Vestibule

Vestibule training involves providing role-specific experience to employees. For example, workers who are expected to work with devices, equipment, or machinery in a manufacturing company undergo vestibule training.

Examples of On-the-Job Training

Some common and widely used examples of on-the-job training methods are: 

• Co-worker training: It is when an experienced employee trains a new employee. The experienced employee is usually someone who has been with the company for a while and knows the ins and outs of the job.  
• Shadowing: In shadowing, a new employee follows an experienced employee around and observes what they do. The new employee is not allowed to do the tasks; they are only there to learn and take notes. 
• Internship: An internship is when a student or recent graduate works at a company in their field in order to gain experience. Interns are usually not paid, but they may receive school credit. 
• Delegation: Here, a manager assigns tasks to their employees and trusts them to complete the task without much supervision. 
• Self-instructions: When an employee reads the instructions for a task and then completes it on their own, it is known as the self-instructions method of on-the-job training.  
• Refreshers: It is when an employee reviews the instructions for a task they already know how to do in order to refresh their memory.

Many students or freshers with no prior work experience look forward to on-the-job training. It helps them experiment and implement their educational knowledge to practical use. This type of training entails a properly structured program that teaches them the hang of the industry. It demands effort and efficiency.

On the other hand, employees receive on-the-job training as they move forward in their professional careers. It refers to the retention of old employees, managers, and supervisors. Employee training builds trust among both parties and encourages growth and development. It also enhances soft skills such as communication, teamwork, positive attitude, and dedication. KnowledgeHut training courses have an extensive commentary on OJT and its various methods. After all, any process that promotes the goodwill of an organization benefits the individuals working with it.

Frequently Asked Questions (FAQs)

On-the-job training makes new employees familiar with the organization's know-how and helps increase productivity and performance.  

On-the-job training is highly effective for new employees to develop or sharpen their skills and gain real-time expertise and knowledge in their field of interest. 

Organizations must understand the requirements of trainees, manage the training leaders, create a training framework, and evaluate the job roles before conducting on-the-job training.  

Effective communication with employees and constant feedback on various procedures is an excellent way of improving on-the-job training. 

On-the-job training is not entirely reliable. If a professional lacks skills and a desire to learn, they will execute their tasks incorrectly, leading to correction and clumsiness.

Binod Anand

A content marketing analyst, Binod’s area of interest is EdTech, marketing analytics, and digital marketing. He is also a professional blogger and writes extensively on skill development. His hobbies include travelling, programming, and watching sitcoms.

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Powerpoint Templates and Google slides for On The Job Training

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• On-the-Job Training Template

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Free On-the-Job Training Template for PowerPoint and Google Slides

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V. I. Lenin

The tasks of the working women’s movement in the soviet republic, speech delivered at the fourth moscow city conference of non-party working women, september 23, 1919.

Delivered: 23 September, 1919 First Published: Pravda No. 213, September 25, 1919 ; Published according to the text of the pamphlet, V. I. Lenin, Speech at the Working Women’s Congress, Moscow, 1919, verified with the Pravda text Source: Lenin’s Collected Works , 4th English Edition, Progress Publishers, Moscow, 1965, Volume 30, pages 40-46 Translated: George Hanna Transcription/HTML Markup: David Walters & Robert Cymbala Copyleft: V. I. Lenin Internet Archive (www.marx.org) 2002. Permission is granted to copy and/or distribute this document under the terms of the GNU Free Documentation License

Comrades, it gives me pleasure to greet a conference of working women. I will allow myself to pass over those subjects and questions that, of course, at the moment are the cause of the greatest concern to every working woman and to every politically-conscious individual from among the working people; these are the most urgent questions—that of bread and that of the war situation. I know from the newspaper reports of your meetings that these questions have been dealt with exhaustively by Comrade Trotsky as far as war questions are concerned and by Comrades Yakovleva and Svidersky as far as the bread question is concerned; please, therefore, allow me to pass over those questions.

I should like to say a few words about the general tasks facing the working women’s movement in the Soviet Republic, those that are, in general, connected with the transition to socialism, and those that are of particular urgency at the present time. Comrades, the question of the position of women was raised by Soviet power from the very beginning. It seems to me that any workers’ state in the course of transition to socialism is laced with a double task. The first part of that task is relatively simple and easy. It concerns those old laws that kept women in a position of inequality as compared to men.

Participants in all emancipation movements in Western Europe have long since, not for decades but for centuries, put forward the demand that obsolete laws be annulled and women and men be made equal by law, but none of the democratic European states, none of the most advanced republics have succeeded in putting it into effect, because wherever there is capitalism, wherever there is private property in land and factories, wherever the power of capital is preserved, the men retain their privileges. It was possible to put it into effect in Russia only because the power of the workers has been established here since October 25, 1917. From its very inception Soviet power set out to be the power of the working people, hostile to all forms of exploitation. It set itself the task of doing away with the possibility of the exploitation of the working people by the landowners and capitalists, of doing away with the rule of capital. Soviet power has been trying to make it possible for the working people to organise their lives without private property in land, without privately-owned factories, without that private property that everywhere, throughout the world, even where there is complete political liberty, even in the most democratic republics, keeps the working people in a state of what is actually poverty and wage-slavery, and women in a state of double slavery.

Soviet power, the power of the working people, in the first months of its existence effected a very definite revolution in legislation that concerns women. Nothing whatever is left in the Soviet Republic of those laws that put women in a subordinate position. I am speaking specifically of those laws that took advantage of the weaker position of women and put them in a position of inequality and often, even, in a humiliating position, i.e., the laws on divorce and on children born out of wedlock and on the right of a woman to summon the father of a child for maintenance.

It is particularly in this sphere that bourgeois legislation, even, it must be said, in the most advanced countries, takes advantage of the weaker position of women to humiliate them and give them a status of inequality. It is particularly in this sphere that Soviet power has left nothing whatever of the old, unjust laws that were intolerable for working people. We may now say proudly and without any exaggeration that apart from Soviet Russia there is not a country in the world where women enjoy full equality and where women are not placed in the humiliating position felt particularly in day-to-day family life. This was one of our first and most important tasks.

If you have occasion to come into contact with parties that are hostile to the Bolsheviks, if there should come into your hands newspapers published in Russian in the regions occupied by Koichak or Denikin, or if you happen to talk to people who share the views of those newspapers, you may often hear from them the accusation that Soviet power has violated democracy.

We, the representatives of Soviet power, Bolshevik Communists and supporters of Soviet power are often accused of violating democracy and proof of this is given by citing the fact that Soviet power dispersed the Constituent Assembly. We usually answer this accusation as follows; that democracy and that Constituent Assembly which came into being when private property still existed on earth, when there was no equality between people, when the one who possessed his own capital was the boss and the others worked for him and were his wage-slaves-that was a democracy on which we place no value. Such democracy concealed slavery even in the most advanced countries. We socialists are supporters of democracy only insofar as it eases the position of the working and oppressed people. Throughout the world socialism has set itself the task of combating every kind of exploitation of man by man. That democracy has real value for us winch serves the exploited, the underprivileged. If those who do not work are disfranchised that would be real equality between people. Those who do not work should not eat.

In reply to these accusations we say that the question must be presented in this way—how is democracy implemented in various countries? We see that equality is proclaimed in all democratic republics but in the civil laws and in laws on the rights of women—those that concern their position in the family and divorce—we see inequality and the humiliation of women at every step, and we say that this is a violation of democracy specifically in respect of the oppressed. Soviet power has implemented democracy to a greater degree than any of the other, most advanced countries because it has not left in its laws any trace of the inequality of women. Again I say that no other state and no other legislation has ever done for women a half of what Soviet power did in the first months of its existence.

Laws alone, of course, are not enough, and we are by no means content with mere decrees. In the sphere of legislation, however, we have done everything required of us to put women in a position of equality and we have every right to be proud of it. The position of women in Soviet Russia is now ideal as compared with their position in the most advanced states. We tell ourselves, however, that this is, of course, only the beginning.

Owing to her work in the house, the woman is still in a difficult position. To effect her complete emancipation and make her the equal of the man it is necessary for the national economy to be socialised and for women to participate in common productive labour. Then women will occupy the same position as men.

Here we are not, of course, speaking of making women the equal of men as far as productivity of labour, the quantity of labour, the length of the working day, labour conditions, etc., are concerned; we mean that the woman should not, unlike the man, be oppressed because of her position in the family. You all know that even when women have full rights, they still remain factually downtrodden because all housework is left to them. In most cases housework is the most unproductive, the most barbarous and the most arduous work a woman can do. It is exceptionally petty and does not include anything that would in any way promote the development of the woman.

In pursuance of the socialist ideal we want to struggle for the full implementation of socialism, and here an extensive field of labour opens up before women. We are now making serious preparations to clear the ground for the building of socialism, but the building of socialism will begin only when we have achieved the complete equality of women and when we undertake the new work together with women who have been ’emancipated from that petty, stultifying, unproductive work. This is a job that will take us many, many years.

This work cannot show any rapid results and will not produce a scintillating effect.

We are setting up model institutions, dining-rooms and nurseries, that will emancipate women from housework. And the work of organising all these institutions will fall mainly to women. It has to be admitted that in Russia today there are very few institutions that would help woman out of her state of household slavery. There is an insignificant number of them, and the conditions now obtaining in the Soviet Republic—the war and food situation about which comrades have already given you the details—hinder us in this work. Still, it must be said that these institutions that liberate women from their position as household slaves are springing up wherever it is in any way possible.

We say that the emancipation of the workers must be effected by the workers themselves, and in exactly the same way the emancipation of working women is a matter for the working women themselves. The working women must themselves see to it that such institutions are developed, and this activity will bring about a complete change in their position as compared with what it was under the old, capitalist society.

In order to be active in politics under the old, capitalist regime special training was required, so that women played an insignificant part in politics, even in the most advanced and free capitalist countries. Our task is to make politics available to every working woman. Ever since private property in laud and factories has been abolished and the power of the landowners and capitalists overthrown, the tasks of politics have become simple, clear and comprehensible to the working people as a whole, including working women. In capitalist society the woman’s position is marked by such inequality that the extent of her participation in politics is only an insignificant fraction of that of the man. The power of the working people is necessary for a change to be wrought in this situation, for then the main tasks of politics will consist of matters directly affecting the fate of the working people themselves.

Here, too, the participation of working women is essential —not only of party members and politically-conscious women, but also of the non-party women and those who are least politically conscious. Here Soviet power opens up a wide field of activity to working women.

We have had a difficult time in the struggle against the forces hostile to Soviet Russia that have attacked her. It was difficult for us to fight on the battlefield against the forces who went to war against the power of the working people and in the field of food supplies against the profiteers, because of the too small number of people, working people, who came whole-heartedly to our aid with their own labour. Here, too, there is nothing Soviet power can appreciate as much as the help given by masses of non-party working women. They may know that in the old, bourgeois society, perhaps, a comprehensive training was necessary for participation in politics and that this was not available to women. The political activity of the Soviet Republic is mainly the struggle against the landowners and capitalists, the struggle for the elimination of exploitation; political activity, therefore, is made available to the working woman in the Soviet Republic and it will consist in the working woman using her organisational ability to help the working man.

What we need is not only organisational work on a scale involving millions; we need organisational work on the smallest scale and this makes it possible for women to work as well. Women can work under war conditions when it is a question of helping the army or carrying on agitation in the army. Women should take an active part in all this so that the Red Army sees that it is being looked after, that solicitude is being displayed. Women can also work in the sphere of food distribution, on the improvement of public catering and everywhere opening dining-rooms like those that are so numerous in Petrograd.

It is in these fields that the activities of working women acquire the greatest organisational significance. The participation of working women is also essential in the organisation and running of big experimental farms and should not take place only in isolated cases. This i5 something that cannot be carried out without the participation of a large number of working women. Working women will be very useful in this field in supervising the distribution of food and in making food products more easily obtainable. This work can well be done by non-party working women and its accomplishment will do more than anything else to strengthen socialist society.

We have abolished private property in land and almost completely abolished the private ownership of factories; Soviet power is now trying to ensure that all working people, non-party as well as Party members, women as well as men, should take part in this economic development. The work that Soviet power has begun can only make progress when, instead of a few hundreds, millions and millions of women throughout Russia take part in it. We are sure that the cause of socialist development will then become sound. Then the working people will show that they can live and run their country without the aid of the landowners and capitalists. Then socialist construction will be so soundly based in Russia that no external enemies in other countries and none inside Russia will be any danger to the Soviet Republic.

Collected Works Volume 30 Collected Works Table of Contents Lenin Works Archive

On The Job Training Presentation by Mark Hoxmeier. What will be covered • On-the-job-training defined • How on-the-job-training can be used in your organization • On-the-job-training explained • How it works • A real world example • An exercise • Summary. What is on-the-job-training? • On-the-job-training (OJT) is simply the training that an employee receives at work during the ...

The benefits of on-the-job training. On-the-job training can have many benefits for new employees and your organization as a whole. Onboarding employees into their new job or role is an in-depth process. Training is just one part of the equation. Getting new workers into a training plan that involves shadowing or on-the-job training can help ...

Walter, Diane. "A View From the Floor." Training Jul. 2001: 76. Foster On The Job Training Presentation by Mark Hoxmeier What will be covered On-the-job-training defined How on-the-job-training can be used in your organization On-the-job-training explained How it works A real world example An exercise Summary What is on-the-job-training?

Mentoring is another method of training new employees on the job. This entails having a staff member take the initiative in developing a new employee. The mentor will provide technical assistance and emotional support. This staff training benefits the new employee both professionally and in terms of teamwork.

For example, trainers may deliver presentations and lectures, recommend reading materials, or provide instructive questionnaires that help the trainee to learn new skills. The trainee then applies what they've learned. The trainer inspects work or shadows the trainee and offers feedback and suggestions, as with unstructured on-the-job training ...

the-job-training support. • Discuss factors to consider when providing on-the-job training. • Discuss techniques that promote development on the job. 3. Importance of Providing On-the-Job ... PowerPoint Presentation Author: Schlorholtz, Ben J CIV USARMY MCCOE \(USA\)

On-the-job training (OJT) is a practical approach to acquiring new competencies and skills needed for a job in a real, or close to real, working environment. ... You don't need to set up complicated presentations. You simply need to pick a high-performing employee to train new staff. 4. Trainee can perform simple job tasks from the beginning

A training presentation is a corporate learning material that helps build the right skills employees require to perform their jobs. For optimal results, ideal training presentations showcase the specialized knowledge in well-structured, easy-to-read slides, and encourage active participation during the whole learning experience. To give you an ...

On Chromecast, choose to use the split screen. One side shows the video of you teaching, and the other is the training presentation you prepared. Send the recording to the employees that didn't attend in person or live online. Infographic of the steps required to create a SCRUM training presentation. 3.

You can illustrate the phases/steps of the on-the-job training model. You can depict the strategies and methods used in this training approach. This visual aid will help the presenters showcase the benefits and limitations of on-the-job training and how it helps employees quickly align their skills with job requirements.

Unlike off-the-job training, which uses presentations and assignments to teach employees about the work scenario, on-the-job training methods guide them with practical application. Employees actually carry out tasks, complete responsibilities, and do their job. On-the-job training takes place at the workshop or manufactory under the supervision ...

Slide 1: This slide introduces On-The-Job Training Program Proposal.State Client name, Submission date, User assigned. Slide 2: This slide displays Cover Letter for On-The-Job Training Services. Slide 3: This slide displays Table of Contents. Slide 4: This slide displays Table of Contents of the presentation. Slide 5: This slide describes Project Context and Objectives for On-The-Job Training ...

Presenting this set of slides with name 30 60 90 Days Plan For On The Job Training Services Ppt Powerpoint Background. This is a three stage process. The stages in this process are 30 60 90 Days Plan. This is a completely editable PowerPoint presentation and is available for immediate download.

Free On-the-Job Training Template for PowerPoint and Google Slides. Main features. 28 slides 100% editable. 16:9 widescreen format suitable for all screens. High quality royalty-free images. Easy to edit layouts for presenting or printing. Included resources: charts, graphs, timelines and diagrams. More than 100 icons customizable in color and ...

Delivered: 23 September, 1919 First Published: Pravda No. 213, September 25, 1919; Published according to the text of the pamphlet, V. I. Lenin, Speech at the Working Women's Congress, Moscow, 1919, verified with the Pravda text Source: Lenin's Collected Works, 4th English Edition, Progress Publishers, Moscow, 1965, Volume 30, pages 40-46 Translated: George Hanna

Job Requirements: Education, Experience and Skills: Bachelor's Degree required; 1-2 Years of Experience Preferred in Athletic Department Compliance; Excellent Oral and Written Communication Skills; Strong Attention to Detail; Ability to work independently and complete tasks in a timely manner; Must be a Team Player

Moscow, ID 83843. From $27.70 an hour. Full-time. Day shift + 4. Year for Year credit given to hires from a city, county, state, or federal police agency who have been sworn by a Police Academy either federal or state. Employer. Active 5 days ago ·. More... View all City of Moscow jobs in Moscow, ID - Moscow jobs.

"Increasing focus on safety will always create positive returns for us on job sites." Survey results showed 95% of respondents recommend the training to others. ... Training includes a three-hour presentation, which covers a variety of construction topics in safety, hazards and more. After participants complete training, they receive a hard ...

Public Meeting #2. Tuesday, October 18, 5:30 to 7:00 p.m. Council Chambers of Moscow City Hall. 206 E. 3 rd Street, Moscow, ID. Presentations about the Moscow Downtown Streetscape Study were also be made to the Moscow City Council during their regularly scheduled meetings on the following date: Monday, December 5, 2022.

Street Maintenance Worker - Seasonal. 3/21/2024 12:00:00 AM. Posted March 21, 2024 | Open Until Filled. The City of Moscow is looking for a highly motivated, positive person to join the Street Department as a Seasonal Maintenance Worker. This position will work 7:00 am - 3:30 pm...

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PEKIN, Elektrostal - Lenina Ave. 40/8 - Restaurant Reviews, Photos & Phone Number - Tripadvisor