Training that gets forgotten was not bought cheap: it was bought twice. On the Job turns every training program into real jobs your people carry out and report on, week after week.
Kenavia proposes the activities from the content your people have just studied, with the focus you choose: numbers and sales, dealing with the customer, operational execution or reflection. The instructor edits them, reorders them and groups them however they want.
Continuous: the calendar rules and the whole team lives the same week, even if someone joins late. Staggered: each person moves at their own pace, in order, without skipping ahead. One standardises; the other respects shift rotation.
When they finish, the person says what they did in their own words. It is not a checkbox: it is written evidence, dated and signed, that can no longer be deleted or changed. For an audit, this is gold.
A grid of people by job, with a traffic light, shows who is getting out on the job and who stalled. They can read every report and comment on it: the person gets the comment on their phone.
Connections between neurons grow stronger when they fire repeatedly over time — what neuroscience calls long-term potentiation. An intense eight-hour workshop sets far less than twelve weeks of a job actually carried out.
That is why On the Job is not an extra of the program: it is the part where knowledge stops being information and becomes executed work — with evidence of who, when and how.
The executed competence Knowledge Engineering talks about is manufactured here.
Osa Equipment España was the first company to put Kenavia into production, and the first to carry a training program to the workstation week by week.
For new salespeople we took a catalog and in under an hour we had a training program with clear week-by-week actions that simplified onboarding into the role like never before. Complex topics that would have meant halting the operation are now handled in the best possible way. At first I didn’t think it was possible; now I can’t stop thinking about everything I could teach my team without having to stop what I’m doing. On the Job is a one-of-a-kind solution: by carrying the learning into application, I can see what they do, how they push their processes forward, and the quality of their questions has improved enormously.
Mauricio Álvarez
CEO, Osa Equipment España
Co-founder, AVD Labs
This is what a salesperson sees on their phone on Monday morning, and what their manager reads on Friday. It is not a satisfaction survey or a completion percentage: it is what happened out there, told by the person who was there.
On your next three visits, before talking price, ask: “what would have to happen for this to be a priority this quarter?”. Write down the customer’s answer word for word.
“I did it at Ferretería del Valle. The customer said that before buying he needed to sort out spare parts by the end of the month. I changed the proposal: spare parts kit first, the big machine in October. He closed on both hammers.”
J. Vindas · Friday 14:20 · cannot be edited“Exactly: the question changed the proposal, not the price. Do it with the three big accounts on the northern route and we will look at it in the meeting.”
Illustrative example
It is the question no training vendor wants to be asked. We give you the answer in writing, person by person.