Train the Trainers: Planning

(Refer all the previous posts for better understanding and benefits for you).

Trainer’s Portfolio

• Planning
• Preparation
• Organizing
• Practice
• Presentation
• Handling Questions
• Putting it into Practice (implementation aspects of training)

Planning

• Purposes of the training/talk
• Type of training/talk (informal, formal)
• Audience
• Know the organization(s) of the audience
• Time: Duration and timing

Purposes of the Training/Talk

• To change the mindsets
• To create enthusiasm/motivation
• To impart knowledge
• To develop skills/competencies
• To create awareness
• To generate consensus
• To get a buy-in
• To communicate company’s plans/policies
• To deploy a policy
• To implement an initiative
• To develop an action plan

The Levels of Competence

For more details, refer http://shyam-bhatawdekar.blogspot.com/ and http://competency-matrix.blogspot.com/

• Level 1: Unconsciously unconscious or unconsciously incompetent.
• Level 2: Consciously unconscious or consciously incompetent.
• Level 3: Consciously conscious or consciously competent.
• Level 4: Unconsciously conscious or unconsciously competent.

How to Make an Expert out of an Ordinary: The Steps

1. Desire: Want to
2. Knowledge: What to? Why to?
3. Skill: How to?
4. Implement: Practice, practice and practice

Resultant: is an Expert out of an Ordinary.

Also refer http://shyam-bhatawdekar.blogspot.com/ and http://knol.google.com/k/shyam-bhatawdekar/competency-matrix/6txz9nck6g3/4#

(You may like to use the additional reference material pertaining to becoming a great trainer at
Management Games, Management Exercises and Icebreakers at http://shyam.bhatawdekar.com/ and http://management-games-icebreakers.blogspot.com/ and
Management Anecdotes or Management Case Studies at http://management-anecdotes.blogspot.com/ or http://corporate-case-studies.blogspot.com/)

Train the Trainers: Andragogy

(Refer all the previous posts for better understanding and benefits for you).

How Trainers Get Trained

• Seminars and workshops 46%
• Training conferences 22%
• Other conferences 8%
• Periodicals 8%
• Books 7%
• Degree programs 4%
• Self study 4%
• Films 1%

Andragogy: Adult Learning and Adult Training

Trainers should remember that they are training adults who already have some knowledge, some experience, some maturity and some ego. Therefore, while designing, developing and delivering training sessions or talks, they should remember following aspects applicable to adults. Adults display properties and expectations as given below:

• Motivated and want to learn particularly if needed
• Motivated by intrinsic & extrinsic motivators
• Adults have a need to know why they should learn
• Immediate benefit
• Adults have a need to be self-directing
• Immediate and repeated opportunities for practicing
• Centers on realistic problems
• Task centered orientation to learning
• Past experiences
• Need for mutual planning
• Informal and congenial environment
• Status difference

Types of Training

• Class room (within company premises)
• Class room (outside company premises)
• On the job
• Outdoor
• Computer based (CBT)
• Distance learning
• Web based

Determining Training Needs

• Training needs surveys
• Task analysis
• Performance analysis (Appraisals)
• 360 Degrees feedback
• Competency mapping
• Organizational requirements: new technology, new management initiatives, reorganization etc

(You may like to use the additional reference material pertaining to becoming a great trainer at
Management Games, Management Exercises and Icebreakers at http://shyam.bhatawdekar.com/ and http://management-games-icebreakers.blogspot.com/ and
Management Anecdotes or Management Case Studies at http://management-anecdotes.blogspot.com/ or http://corporate-case-studies.blogspot.com/)

Train the Trainers: The Beginning

(Refer all the previous posts for better understanding and benefits for you).

Develop an HRD (Training) Model: Steps

1. Vision

2. Values

3. Objectives

4. Critical success factors (CSFs)

5. HRD (Training) focus

6. HRD (Training) initiatives

7. K.I.S.S. (Keep it short and simple or is it "keep it simple stupid!")

8. Build individual and organizational competencies/skills

Organization of Training (HRD) Function: Steps

1. Mission

2. Key Objective

3. Customers/consumers

4. Training product

- Need identification
- Objective of the product
- Design
- Program development
- Delivery
- Train the trainer
- Ongoing evaluation and improvement

5. Administration

(You may like to use the additional reference material pertaining to becoming a great trainer at
Management Games, Management Exercises and Icebreakers at http://shyam.bhatawdekar.com/ and http://management-games-icebreakers.blogspot.com/ and
Management Anecdotes or Management Case Studies at http://management-anecdotes.blogspot.com/ or http://corporate-case-studies.blogspot.com/)

Train the Trainers: Relevance of Training

(Refer all the previous posts for better understanding and benefits for you).

Relevant HRD (Training)- Half the Battle Won

• Training should be “value adding” (refer the previous post); it should be strategic.
• It should enhance the value given to the customer by the organization through its people.
• Are you aware of your clients' (trainees'/audiences') and  their oeganizations' vision, values and long and short-term objectives?
• What are their focus areas this year and next year?
• Which critical (success) factors will contribute towards achieving their goals (focus areas)? Have they been clearly stated and understood?
• Do your training initiatives fall in line with these?

Emergence of Human Resource as No 1 Strategic Resource: Training is Vital

• In today’s competitive world only Human Resource will be the deciding factor.
• Therefore, exploit that resource to the hilt.
• Develop and motivate him.
• Develop his attitude/ethic, knowledge & information, his behavior pattern & skills.
• Motivate him so that he is enthusiastic, involved, creative & active.
• Training/HRD is therefore one of the most important requirement.
• Every manager should try to develop himself as a trainer, a coach and a mentor.

Difference between Training and Development

Training

• Focus on specific job skills and behaviors; also technical, mechanical operations
• Current jobs
• Immediate gains
• Enhancement of a particular skill
• Organizational initiative– extrinsic motivation and imposed evaluation is essential

Development

• For future jobs, theoretical skills and conceptual ideas. Focuses on long term accruals
• General in nature and ongoing, intrinsic motivation
• No evaluation of development is possible

(You may like to use the additional reference material pertaining to becoming a great trainer at
Management Games, Management Exercises and Icebreakers at http://shyam.bhatawdekar.com and http://management-games-icebreakers.blogspot.com/ and
Management Anecdotes or Management Case Studies at http://management-anecdotes.blogspot.com/ or http://corporate-case-studies.blogspot.com/)

Train the Trainers: Value for Money

(Refer all the previous posts for better understanding and benefits for you).

Value for money (VFM) to Your Trainee's/Audience's Ultimate Customers

                      Quality X Service Level X Relationship Factor

VFM = ----------------------------------------------------------------------------

             Price to Customer (Cost within organization) X Lead Time

                           Q X S L X R

VFM = ------------------------------------------

              P (C within organization) X L T

Any Management System including TRAINING ultimately should aim at enhancing the VFM on a continuous basis (so that it always remains more than what the competitors are providing).

Therefore, as a trainer, you should design your training program or talk in a manner such that it delivers what will of benefit to the end customers of your trainees/audience or their organizations.

Value to Your Trainees/Audience

In order to effectively and efficiently deliver through your training program or talk what is of benefit to your trainees'/audiences' or their organizations' ultimate or end customers, you should deliver your contents to provide the highest value to your trainees/audience in the following manner.

            
                            Rapport X Interest X Authentic X Retention X Utility 
Value = ----------------------------------------------------------------------------------------------------
              Price to Customer (Trainees/Audience or their organizations) X Lead Time

Customer is the King

A customer is the most important

Visitor on our premises.

He is not interrupting on our work.

He is the purpose of it.

He is not outsider to our business.

He is a part of it.

We are not doing a favor by serving him.

He is doing us a favor by giving us

Opportunity to do so.

                                                                        

                                                                                by M K Gandhi

Your trainees/audience and their organizations are your customers in a "training" situation.

A customer focused trainer is a winner trainer.

(You may like to use the additional reference material pertaining to becoming a great trainer at
Management Games, Management Exercises and Icebreakers at http://shyam.bhatawdekar.com and http://management-games-icebreakers.blogspot.com/ and
Management Anecdotes or Management Case Studies at http://management-anecdotes.blogspot.com/ or http://corporate-case-studies.blogspot.com/)

Train the Trainers: Tutorial Objectives

Refer all the previous posts for better understanding and benefits for you.

Objectives of "Train the Trainers" Tutorial

The "Train the Trainers" tutorial will aim at assisting the readers to improve their effectiveness as trainers so that they can enthuse the trainees/audience of their speaking sessions and impart the information, knowledge and skills to the trainees/audience to their own advantage and to the advantage of their profession and through it to their organizations.

So the tutorial objectives are:

1. Assisting the readers to improve their effectiveness as trainers to impart the required information, knowledge and skills to their trainees/audience.
2. Making the readers capable of enthusing or motivating their trainees/audience to receive the imparted information, knowledge and skills willingly.

(You may like to use the additional reference material pertaining to becoming a great trainer at

Management Games, Management Exercises and Icebreakers at http://shyam.bhatawdekar.com and http://management-games-icebreakers.blogspot.com/

Train the Trainers: Pre-tutorial Review

Answer the following questions to begin with the tutorial:

1. When was the last seminar, workshop, training program, talk or lecture you attended?

2. What did you like about them?

3. What could have been done to enhance the learning experience?

4. Do you remember your favorite instructors or teachers? What do you remember about them?

5. Do you give your full attention in meetings? What do you do when your attention wanders?

(You may like to use the additional reference material pertaining to becoming a great trainer at

Management Anecdotes or Management Case Studies at http://management-anecdotes.blogspot.com/ or http://corporate-case-studies.blogspot.com/)

Tutorial on Train the Trainers Kicks Off

Here you will get step by step lessons to become great trainers. You may be already a trainer or you wish to acquire or enhance your training competencies, visit this place often to sharpen your skills.

What will be written here will be applicable to the trainers of all the fields of knowledge and education.

The word "trainer" is used here to encompass all types of people who train others, who are also called faculty members, professors, teachers, lecturers, facilitators, workshop or seminar leaders, key note speakers, professionals who undertake speaking assignments, people conducting various types of meetings and so on.

So, stay tuned.

For more topics on management refer:
http://management-universe.blogspot.com/
http://management-universe-enotes.blogspot.com/
http://shyam.bhatawdekar.com/