Differentiate between on-the-job training and off-the-job training

Staffing is the responsibility of all managers because it is a continuous process.Every manager at all levels of an organisation is responsible for effective planning and execution of the staffing function.However, the scope of staffing is different in different organisations.In small organisations, all managers perform the staffing function.But in large organisations however, it is a function of all managers but a separate Human Resource Department may be created.

Staffing refers to putting right people on the right job.It begins with workforce planning and includes other functions like recruitment, selection, training, development, promotion, compensation and performance appraisal of workforce.
Staffing is an important function of management.Following points highlight the same:
(i) Staffing ensures the availability of the most suitable and capable persons for various jobs.
(ii) By placing the right person at the right job, it ensures better performance.
(iii) Staffing ensures the continuous survival and growth of the enterprise, through the succession planning for managers.
(iv) It helps in avoiding over manning, under utilisation of manpower and high labour cost.It also helps in preventing the disruption of work by indicating in advance about the likely shortage of employees.
(v) It improves job satisfaction by providing fair remuneration and regular assessment.

(a) Democracy.
(b) Empathy.
(c) Motivation.

(a) Honesty
(b) Trust.
(c) Commitment.

i) Disobeying the law by not giving minimum wages.
ii) To take signature on minimum wages is fraud.
iii) Exploitation of workers.

i) Promotion to nepotism.
ii) Instigation to corruption.
iii) Selection of inefficient employees.
iv) Dissatisfaction in efficient members.

Sources of recruitment are:
(a) Internal sources. The requisite position is filled up from within the organisation in the form of transfer or promotion.
(b) External sources. The requisite position is filled up from outside the organisation. Sources used are casual callers, advertisement, management consultants, campus recruitment etc.

Training Methods:
(i) On-the-job Methods
(ii) Off-the-job Methods
On-the-job Methods   It refers to those methods that are applied to the workplace, while the employee is actually working.The concept underlying on-the-job methods is 'learning while doing'.Some important on-the-job methods of training are:
 (i) Coaching  In this method, the superiors guide and instruct the trainee as a coach.The coach counsels or suggests how to achieve goals, periodically reviews the trainee's progress and suggests changes required in behaviour and performance.
The trainee works directly with a senior manager and the manager takes full responsibility for the trainee's coaching.
(ii) Internship training   It is a joint programme of training, in which educational institutions and business firms co-operates in order to impart training to selected candidates.People can acquire practical knowledge by working in factories and firms and are able to handle recurring problems effectively.
Off-the-job Methods  Off-the-job methods are used away from the workplace.It means 'learning before doing'.Some important off-the-job methods of training are:
(i) Classroom lectures/conferences    The lecture or conference approach is well adapted to convey specific information, rules, procedures or methods.The use of audio visuals or demonstrations can often make a formal classroom presentation more interesting and helps in clarifying difficult points.
 (ii) Vestibule training    Employees learn their jobs on the equipment they will be using, but the training is conducted away from the actual work floor.Actual work environments are created in a classroom and employees use the same materials, files, and equipment.This is usually done when employees are required to handle sophisticated machinery and equipment

Importance of Training and Development
Training and development help both the organisation and the individual in the following ways:
Benefits to the Organisation
The benefits of training and development to an organisation are as follows:
(i) Training is a systematic learning, always better than hit and trial methods, which lead to wastage of efforts and money.
(ii) It enhances employee productivity both in terms of quantity and quality and leading to higher profits.
(iii) Training equips the future manager, who can take over in case of emergency.
(iv) Training increases employee morale reduces absenteeism and employee turnover.
(v) It helps in obtaining effective response to fast changing environment.
Benefits to the Employee
The benefits of training and development activity to the employees are as follows:
(i) Improved skills and knowledge due to training lead to better career of the individual.
(ii) Increased performance by the individual helps him to earn more.
(iii) Training makes the employee more efficient to handle machines, thus, less prone to accidents.
(iv) Training increases the satisfaction and morale of employees.

Internal sources refer to recruitment from within the organisation.Sources of internal recruitment are:
(i) Promotions
(ii) Transfers
Internal sources of recruitment suffer from the following advantages:
(i) Employee motivation Promotion to a higher level motivates the employee for better performance and leads to satisfaction of employees.
(ii) Simple process  The process of selection and placement becomes simpler, as the background of the candidate is already known.
(iii) Facilitate training  Transfer from one job to another facilitates training of employees.
(iv) No induction training  Employees selected from within the organisation do not need induction training.
(v) Filling deficiencies It helps to fulfill the deficiency of one department with the surplus of another.
(vi) Inexpensive  Recruitment from internal sources does not require much time, money and effort.
Limitations of Internal Sources
Internal sources of recruitment suffer from the following limitations.
(i) No fresh talent    Recruitment from internal sources does not bring fresh talent into the organisation.
(ii) Lethargic employees   When employees are sure of time-bound promotions, they become lethargic.
(iii) No competitive spirit   Competitive spirit among the employees may get hampered.
(iv) Reduce productivity   When employees are transformed frequently to different jobs, it results in reduced productivity.
(v) Not available to new enterprises   A new enterprise cannot avail the benefit of this source.