Again, we need to know whether this is one-on-one or classroom. The trainer's actions and the skills needed are a lot different in one-on-one training, as is the type documentation both they and the trainees need to use.

Thanks everyone for responding. The training is a classroom environment, not one-on-one. I am an experienced trainer, however, not a subject matter expert; therefore I cannot create the training for them. Keep in mind, I am not always invited to attend the training classes, since the material itself does not impact my work. I want to meet with them prior to give them advice about facilitation.

As far as who will hold them accountable, that is always a challenge. Since I am not always there, this will have to be addressed. We have a bigger challenge here of making sure the seasoned employees understand the value of training the new employees properly.

I like the concept of a technical training model and objectives for the training. I can share this with the trainers and those who will be holding them accountable and go from there.

Any additional comments are appreciated, since hopefully now you have a better picture of the situation.

Some thoughts

Once trained the major responsibility turns to the individual managers and supervisors for performance.

Endeavor to get more "on site" this will afford you a more comprehensive, read this realistic, picture

Don't mix training and teaching at least not in the some sentence.


The question, assuming that previous training efforts have been a trifle informal
and by the whim of the more senior people. Why should the present "senior" types cooperate at all? Statements abound like "thats not I learned", once trained are they going to take my job?? Statements like these often border on the
silly or are they?

Nero

Thanks for the recommendation!

quote:

Originally posted by LoveLearning:
Baby steps -- Buy a copy of "Preventing Death by Lecture" and "How to Give it So They Get It" for each of them (the books are only like 8 bucks a piece) and then, most importantly -- someone must observe their progress, hold them accountable to applying the content and give them constructive feedback.

(I have absolutely no affiliation with Sharon Bowman. I have simply experienced a lot of success using them with new and experienced trainers alike.)

Wait a sec - we're talking about training people to train. Unless their managers are experienced, well-versed facilitators, will they be able to provide these newly trained trainers with constructive, appropriate feedback? I don't know about you, but the most helpful, constructive, objective feedback I get is from my fellow facilitators.