Human Resource
Sunny Liu
Week5Training1.pptxTraining & Development
Image source: chefsroll.com/
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Goals for today
Examine the purpose of training and development
Identify key training styles
Analyze importance of development and how it differs from training.
Understand the purpose of Orientation and Onboarding and its impact on employee progress and retention
Review the Four Step Job Instruction Training method
Assess the negative impact of a lack of workplace training
Recognize the traits that make an effective trainer
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
Companies are in business to make money, and every department is under pressure to show how it contributes to the overall success of the company or else they will face spending cuts and even outsourcing.
To contribute to a company’s success, training activities should help the company achieve its business strategy. There is both a direct and an indirect link between training and business strategy and goals. Training can help employees develop skills needed to perform their jobs, which directly affects the business. Giving employees opportunities to learn and develop creates a positive work environment, which supports the business strategy by attracting talented employees as well as motivating and retaining current employees. This chapter emphasizes the conditions through which training practices can help companies gain competitive advantage and how managers can contribute to a high-leverage training effort and create a learning organization.
The Purpose of Training and Performance Management
Effective orientation, training and performance feedback maintains the peak performance of a motivated, committed team of employees. Peak performance leads to organizational success and profitability.
When you start a new job, are you left to sink or swim? Or are you put on a structured learning program, supervised by a trainer who is skilled at training?
Too often, employees are left to muddle through, learning by their mistakes and picking up the work practices (often bad ones) of others doing the same job.
Successful businesses realize that training can raise productivity standards. They regard training as an investment, not a cost.
By providing proper training, the employer is communicating to a new hire that their job is valued. New staff are more likely to "get it right first time" and reach the required standard more quickly. Even more importantly, their confidence and motivation to do well will improve. And their impression of your business will be much better than if left to their own devices. Proper training always begins with employee orientation and focused onboarding that segues directly into a structured training program.
Performance management will be covered in the next lesson.
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Orientation and Onboarding
Image source: boss.blogs.nytimes.com
Courtesy of Birchbox.
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Employee Orientation
Orientation is the first step in the onboarding process. The orientation step allows you to complete all relevant Human Resources, Payroll forms.
A thorough orientation will create a productive worker in a far shorter time frame
McGraw-Hill/Irwin ©2012 The McGraw-Hill Companies, All Rights Reserved
https://boss.blogs.nytimes.com/2013/03/13/getting-employees-off-to-a-good-start/
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Orientation Topics
Introductions
Employee Paperwork
Organizational Information
Job Objectives
• History, names & titles, overviews
Vision, goals, policies, employee handbook
• Pay, vacations, breaks, benefits
• Services, programs, counselling
• To supervisor, co-workers, trainers
• Job location, overview, safety
• Tasks, duties, reporting relationships
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During a new hire orientation it is important to consider the following things:
Provide a tour of the facility
Have someone friendly, such as the receptionist, conduct the tour. This gives the employee a chance to locate all the necessary places, such as restrooms and break rooms, and lets him interact with a co-worker. Make sure you are available after the tour to walk him back to his department.
Authentically welcome the employee to the team and express confidence in them
Let them know that they are an important part of keeping the company moving in the right direction
Have one of the key leaders of the organization conduct or visit the orientation
Even a few minutes of the boss's time is important. Being acknowledged in this way makes a new employee feel like a valued part of the team.
Enthusiastically share the company vision and goals
Give the employee all the information they need to start
Present the company rules and regulations to your new employee to avoid misunderstandings. Outline his work responsibilities and duties. Provide him with a copy of the company handbook and a job description if one is available. Everyone is more satisfied with the relationship when expectations on both sides are clear.
DO NOT Overwhelm the new employee with too much information
Go over the basic, most important things on the first day. Leave the rest for a few days later, to give him a chance to settle in. There is plenty of time for him to learn what he needs to know.
DO NOT: Let other work duties interfere with the orientation
Set aside the time needed specifically for orientation and make it clear that you are not to be disturbed. Handing off a new employee to someone else on his first day gives a bad impression and makes him feel unimportant. This first impression often determines your future relationship with your new hire.
DO NOT: Ignore the new employee after his first day
Most new employees are hesitant to ask questions. Stop by later in the week to see how he is doing. Ask if he has any questions that his supervisor is unable to answer. Reiterate that you are available if there are any questions or concerns.
Benefits of Orientation
Helps your employees get up to speed quickly and learn the “ground rules” of the company.
Conserves manager, supervisor and peer time.
Reduces the “new employee stress” factor.
Helps establish a positive, can-do attitude at the beginning of a new employment situation
Answering the most common questions posed by new employees saves everyone else the time in answering, explaining and clarifying issues. It would be a good idea for the employer to have a list of Frequently Asked Questions prepared to help.
Efficient new employee orientation programs have been proven to significantly reduce the stress that new employees feel and bring it down to a manageable level.
Learning job responsibilities, expectations, and the corporate “attitude” of their new employer helps employees feel both comfortable with and knowledgeable about their new job and the level of performance that the company wants. This typically establishes a positive employee attitude toward the new situation and future possibilities of success.
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Purposes
of
On-boarding
increases morale
and employee feels
valued
reduces
turnover
transmits
brand & culture
clear
performance
expectations
organizational
stability
reduces
grievances or need
for discipline
reduces errors
&
costs
Onboarding starts with orientation developing
a happy contributor from the day one.
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What is onboarding? Onboarding is the action or process of integrating a new employee into an organization.
Onboarding is a process that starts with orientation. The onboarding process helps the employee to develop into a happy contributor from the first day. Onboarding transmits the company’s brand and values, explains what the people and culture of the company are all about, and aligns expectations and performance.
Onboarding ensures that new hires feel welcome and prepared in their new positions, giving them the confidence and resources to start on the right foot, helping the company to be more productive. Onboarding reduces costs associated with learning on the job. It saves time training the new employee, increasing productivity and it increases morale and reduces turnover by showing the employee is valued.
Effective Onboarding
Onboarding is the continuation of orientation.
Effective onboarding shares the small, logistical details that provide a sense of comfort and familiarity in the workplace. This is good not just for a new hire's peace of mind, but also for the overall well-being of the business.
The new employee’s supervisor and a senior manager should be present.
the clear message here is that the new employee is valued
The process should continue over several months and, during that time, it is essential to be communicating with the employee
http://www.inc.com/guides/2010/04/building-an-onboarding-plan.html
Here's a list of things you should have ready by the time your new hires walk in the door:
Send out an e-mail to everyone in the office so they're prepared to welcome a new employee.
Get the new worker a security badge if he or she needs one.
Provide a name plate on his or her desk or office door as a tangible sign that you've prepared the space.
Set up the computer.
Configure the new employee's e-mail accounts.
Provide guides for any necessary software he or she will be using.
Set up his or her phone system and provide instructions for using voicemail.
Have a stack of business cards waiting.
And here's a list of questions you should answer for the new employee voluntarily:
What should he or she bring? (Telling them to bring SIN card and health card.)
Where should he or she park?
Who should he or she ask for in the lobby?
Where are the restrooms?
Where is the copy machine? (And how does it work?)
Where is the cafeteria?
Who should the employee talk to if he or she has additional questions? (It's a good idea to assign a co-worker or a hiring manager as a mentor to check-in with the new hire throughout at least the first week.)
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Make The Most of Onboarding
Watch the video
https://www.youtube.com/watch?v=_nZH2A4eF5g
Onboarding, explains business consultant Jon Picoult, is the crucial completion of any successful hiring process. Visit the Monster Resource Center — http://hiring.monster.com/ hr / hr -best-... — to explore new developments in recruiting, hiring and management and labor market trends.
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Review the Onboarding Checklist
Many companies stop at orientation, ignoring the rest of the onboarding process. Why is this harmful to the company?
Consider the benefits to the employee and the company if onboarding was seen through for the first year. How would this impact you as an employee?
Review the Onboarding checklist example and note the outcomes expected
Onboarding Checklist Outcomes (http://welcome.mit.edu/managers/checklists):
BEFORE THE EMPLOYEE’S START DATE
Outcomes: This is a welcoming work environment with informed colleagues and a fully-equipped work space; new employees feel “settled in” on their first day.
FIRST DAY
Outcomes: The employee feels welcomed and prepared to start working; begins to understand the position and performance expectations.
FIRST WEEK
Outcomes: New employee builds knowledge of internal processes and performance expectations; feels settled into the new work environment.
FIRST MONTH
Outcomes: Employee is aware of his/her performance relative to the position and expectations; continues to develop, learn about the organization, and build relationships.
FIRST THREE MONTHS
Outcomes: Employee is becoming fully aware of his/her role and responsibilities, beginning to work independently and produce meaningful work. He/she continues to feel acclimated to the environment, both functionally and socially.
FIRST SIX MONTHS
Outcomes: Employee has gained momentum in producing deliverables, has begun to take the lead on some initiatives, and has built some relationships with peers as go-to partners. Employee feels confident and is engaged in new role while continuing to learn.
FIRST YEAR [BETWEEN SIX AND TWELVE MONTHS]
Outcomes: Employee is fully engaged in new role – applies skills and knowledge, makes sound decisions, contributes to team goals, understands how his/her assignments affect others in the organization, and develops effective working relationships. He/she has a strong understanding of company’s mission and culture. Employee continues to be engaged in his/her role and has gained greater confidence in position; begins to take on additional assignments and works with some level of autonomy.
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What Should Be Ready For New Hires
Alert all employees so they're prepared to welcome a new employee.
Get the new worker a security pass or identification card if it’s needed.
Provide a name plate on his or her jacket, desk or office door as a sign that you've prepared the space for them.
Set up the phone system/computer and configure the new employee's e-mail accounts and voicemail.
Have their business cards waiting.
What should he or she bring? (Telling them to bring two forms of ID to verify paperwork is a good idea.)
Where should he or she park?
Where are the washrooms?
Where is the change room?
Where can they lock up their personal belongings?
Who should the employee talk to if he or she has additional questions? (It's a good idea to assign a co-worker or a hiring manager as a mentor to check-in with the new hire throughout at least the first week.)
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The Why and How of Training
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Types of Training
Training is a well-planned effort facilitating employees’ learning job-related knowledge, skills and behaviour.
Formal training
Informal training
Development is building the knowledge and skills of employees to enable them to take on new duties and challenges.
For people being groomed or prepped for promotion or management positions
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Employee training is the responsibility of the organization. Employee development is a shared responsibility of management and the individual employee. The responsibility of management is to provide the right resources and an environment that supports the growth and development needs of the individual employee.
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Formal and Informal Training
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Training
Informal training is learner initiated, involves action and doing, is motivated by an intent to develop and does not occur in a formal learning setting.
Formal training is instructor led and on-line programs, courses and events developed and organized by the company.
Benefits of employee training and development
Employees can better help the organization achieve its goals
Employees are more motivated
Greater workplace productivity
Well-trained employees require less supervision -
Elimination/reduction of quality errors
Continuous learning means the organization is more prepared to meet the challenges of change
Your company will be more successful at attracting and retaining motivated and productive employees
McGraw-Hill/Irwin ©2012 The McGraw-Hill Companies, All Rights Reserved
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The Training Process
1. Complete a Training Needs Assessment
Organizational, Person and Task Analysis
2. Ensuring Employee Readiness for training
Basic skills, attitudes and motivation
3. Creating a Learning Environment
Identify learning objectives and training outcomes and develop targeted training
Practice, feedback and observation of others
4. Select Proper Training Methods
Presentational Methods
Hands-on Methods
5. Evaluate Training Programs
Evaluate training outcomes & modify for performance
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Table 7.1.
The training design process refers to a systematic approach for developing training programs. Needs assessment refers to the process used to determine if training is necessary.
There are often pressure points that may suggest that training is necessary. Organizational analysis involves determining the business appropriateness of training.
Person analysis helps the manager identify whether training is appropriate and which employees need training.
Task analysis identifies the conditions in which tasks are performed. A job is a specific position requiring the completion of specific tasks.
Ensuring Employees' Readiness for Training—Motivation to learn is the desire of the trainee to learn the content of the training program.
Creating a Learning Environment—For employees to acquire knowledge and skills in the training program and to apply this information in their jobs, the training program must to include specific learning principles.
Table 7.1 presents the six steps of this process, which emphasizes that effective training practices involve more than just choosing the most popular or colorful training method.
Step 1 is to assess needs to determine if training is needed.
Step 2 involves ensuring that employees have the motivation and basic skills to master training content.
Step 3 addresses whether the training session (or the learning environment) has the factors necessary for learning to occur.
Assessing the need for training and development
Employee training and development are part of good management practices. The following issues and changes can create a need for employee training and development:
Employee's request
Evaluation deficiencies
Individual development plan
Law and regulation changes
Need to develop new leaders
New employee
New menu, equipment or technology
Reassignment
Safety issues
McGraw-Hill/Irwin ©2012 The McGraw-Hill Companies, All Rights Reserved
May be determined by the human resource department and/or supervisors Needs Assessment includes:
Person analysis:
(1) determining whether performance deficiencies result from a lack of knowledge, skill, or ability (a training issue) or from a motivational or work-design problem;
(2) identifying who needs training; and
(3) determining employees’ readiness for training.
Task analysis includes identifying the important tasks and knowledge, skill, and behaviors that need to be emphasized in training for employees to complete their tasks.
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Needs Assessment: Training Outcomes
Training outcomes must be established:
• What do trainees need to learn?
• Who receives training?
• Type of training
• Frequency of training
How training should be evaluated?
Managers need to consider three factors before implementing training :
the company’s strategic direction,
identify whether the company has the budget, time, resources and expertise for training,
support and feedback of managers and peers for training activities.
McGraw-Hill/Irwin ©2012 The McGraw-Hill Companies, All Rights Reserved
Before training can take place, an HR manager along with the managers in the department must establish what the outcomes of training should be and how those outcomes will be evaluated.
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Employee Readiness
Managers can instill a motivation to learn by ensuring an understanding of the benefits and expected outcomes of training.
To increase employees' motivation level:
Let employees know that the purpose of training is to improve performance.
Provide information about the training program and purpose prior to actual training.
Ensure trainee possesses the basic skills required.
4. Provide employee assurance that:
they have the ability to succeed
Express confidence in their success
Creating a Learning Environment
The conditions under which employees learn best include:
Create an organizational culture that values learning and provides necessary resources
Encourage learning at all levels.
Encourage people to learn from mistakes rather than being afraid to admit their mistakes for fear of disciplinary action - a culture that removes the punishing effects of failure to help people to take risks, be creative, and to grow
Provide the time for learning with opportunities to observe, practice and ask questions. - Allow for enough repetition to commit training content to memory.
Reinforce progress with ongoing feedback.
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http://hrcouncil.ca/hr-toolkit/learning-implementing.cfm
Creating a learning environment in your organization
A positive environment for learning is always critical for success, whether it is the environment of a classroom or the environment of your organization.
The Board of Directors and Chefs of your organization set the tone for the organization's culture. Do their decisions and actions view learning as a positive way to improve individual performance and the performance of the organization? Are these positive outlooks reflected in the value statements, policies and structures that guide the operation of the organization?
Here are some ways organizations that value learning provide a supportive learning environment:
Opportunities to learn should happen all the time. Organizational cultures that support learning recognize learning as an ongoing process, not an event. A new piece of legislation may be used as a learning tool for all staff. A proposed special event may become a learning opportunity for an employee who has expressed an interest in cooking for big events. And, opportunities to learn are made available for everyone in the organization from the head chef to the most junior member of the team.
An organization also shows that it values learning by including employee training and development in the annual budgeting process. Items included in the annual budget reflect the priorities of the organization.
One way an organization shows that it values learning is in its approach to mistakes.
"Failure is critical to the learning process and must be considered in the context of the individual's role, potential, and future success. When we fail, we might react in one of three ways: learn from the mistake, continue to fail, become reluctant to try again. In today's workplace environment, leaders must develop a culture that removes the punishing effects of failure to help people to take risks, be creative, and to grow. "It is important to encourage people to learn from mistakes rather than being afraid to admit their mistakes for fear of disciplinary action.
Laurie Hillis (see Links and Resources below).
Have a policy on employee training and development
A policy on employee training and development shows that the organization values learning. Having a policy will ensure that the organization provides time for learning
Time for learning in the workplace is important for the success of an employee development program. This means giving employees time to learn without the interruptions of every-day activity. Allow for practice of new skills on-the-job. Learning does not end when the activity is over. Opportunities to use the knowledge and skills they have learned on-the-job will ensure that people retain what they have learned.
Links and Resources
Hillis, Laurie. The Ten Commandments of Managing. Retrieved from Leadership Compass: Issue 7.
Noe, Raymond. 2002. Employee Training and Development 2nd Edition. New York, New York: McGraw-Hill Irwin.
Selecting Training Methods
Presentation Methods (trainees are passive recipients of information and include Instructor-led classroom instruction)
Instructor-led classroom instruction
Distance learning
E-learning
Conferences, forums, field trips
Hands-on Methods On-the-job training
Apprenticeships
Simulations
Job aids - checklists, manuals
Job shadowing, rotation
Special ‘stretch’ projects
Peer-assisted learning
Two employees agree to help each other learn different tasks. Both employees should have an area of expertise that the co-worker can benefit from
The employees take turns helping their co-worker master the knowledge or skill that they have to share
'Stretch' assignments
These assignments give the employee an opportunity to stretch past his or her current abilities. For example, a stretch assignment could require an employee to chair a meeting if the person has never done this before
To ensure that chairing the meeting is a good learning experience, the manager should take time after the meeting to discuss with the employee what went well and what could have been improved
Special projects
Give an employee an opportunity to work on a project that is normally outside his or her job duties. For example, someone who has expressed an interest in events planning could be given the opportunity to work as part of a special events team
Training Preparation
As an effective trainer:
Make a Timetable for Training
Who to train on which job by what date
Who will be the trainer(s)
Break Down the Job
List important steps
Pick out key points and their why they are important
Safety is always a key point
Get Everything Ready
Arrange the work area
The right equipment, materials, and supplies
Having a timetable s is so important for training, but unfortunately is often overlooked by the employer, and this is usually where training starts to go wrong.
Establishing a timetable for training is the first requirement for getting ready to train. By capturing the critical tasks, identifying the urgent training needs, who’s involved, and then, creating a schedule for training on the timetable, the leader has a plan to drive the training. Often without such a plan, training is unfocused or too general, or the effort may not have the desired outcome. The timetable prevents confusion and drived training with a focus on improvement in results.
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Training Evaluation: Relationships and Feedback
Coaching/Mentoring: between an experienced manager and the employee.
The role of the coach is to demonstrate skills and to give the employee guidance, feedback, and reassurance while s/he practices the new skill
In a mentorship, the two people involved have developed a working relationship based on shared interest and values
Performance Appraisal: Should be partly evaluation and partly developmental.
The results of an appraisal can be used to identify areas for further development of the employee.
And, measuring productivity is key to assessing success of training.
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How To Train: Four-Step Training Method
Think about your training experiences – what has been good about them? What has been missing? It is so important to follow the four steps of training regardless of what is being trained.
Having a plan is essential, you have done the preparation. Instructing requires patience, remembering to instruct one important step at a time and then demonstrating. Don’t try to train on too many things at once, it doesn’t work. Allow the trainee to practice until they have mastered the skill. This may take several attempts at re-instruction and this is where the patience comes into play. Let the employee work on their own but check back on them gradually reducing the frequency as confidence and proficiency increase. A trainee must be allowed to ask questions throughout the training process so the trainer must make him/herself available. Remember, learning is ongoing so follow up and coach to refine and fine tune skills learned.
Preparation (don’t wing it!)
Put the employee at ease e.g. this isn’t a test
Briefly describe the task and find out what the employee already knows
Find out what the trainee already knows
Explain why the employee needs to learn the skill
2. Instruct and Demonstrate
Verbally instruct one important step at a time and then demonstrate
Emphasize key points
Don’t try to cram in too much
Instruct clearly, completely, patiently giving no more than they can master at one time
Practice
Have the employee try the task
Have the employee explain key points as he/she performs the task
Correct errors immediately and constructively
Re-instruct if necessary
Continue practice until skill is mastered
Give positive feedback
Make sure they understand. Continue until you know they can perform the task as it should be done.
Follow up
Encourage the trainee to ask questions
Allow the trainee to work on his/her own after instruction and practice
Be available if the employee needs help
Check back frequently, encouraging the employee to ask questions
Gradually reduce frequency of checks to encourage independence
Evaluate at a later point and coach to maintain or improve performance
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Preparation
Put the employee at ease e.g. this isn’t a test
Instruct & Demonstrate
Verbally instruct one important step at a time and then demonstrate
Practice
Employee tries the task and explains key points as he/she performs the task
Follow up
Briefly describe the task and find out what the employee already knows
Find out what the trainee already knows
Explain why the employee needs to learn the skill
Emphasize key points
Don’t try to cram in too much
Correct errors constructively
Re-instruct if necessary
Continue practice until skill is mastered
Give constructive feedback – highlight positives; build confidence
Encourage the trainee to ask questions
Allow the trainee to work on his/her own after instruction and practice
Be available if the employee needs help
Check back frequently, encouraging the employee to ask questions
Gradually reduce frequency of checks to encourage independence
Evaluate at a later point and coach to maintain or improve performance
Training Mistakes to Avoid
Training employees isn’t easy. It’s important to be aware of all the challenges you will face and prepare for them ahead of time. Also, training is not a one-time event, but a continuous improvement process
Omitting a training needs analysis
Choosing the wrong trainer
Information overload or irrelevant information
You train once and consider it done
Failure to coach and mentor – training is a process
Providing little to no feedback
A training needs-assessment must happen before any training takes place. Before you engage a trainer, or as the first step in training development, determine what training is actually necessary for the employee. Know your goals, know the players, and know your audience.
Determine if your training goal is to solve a problem, improve staff performance, teach a new skill, make an organizational change, or prepare for a new project. Not explaining how the training is relevant
Make it relevant: Explaining how the training program is applicable to long-term career growth as well as how it will benefit them as new employees allows employees to build a stronger commitment to the company from the start. In the case of training, too much extraneous information is not helpful and may actually prevent learners from recognizing and retaining the key elements of the training.
Provide feedback: Employees want to know if they're doing a good job. Actually, “Research shows that millennials want even more feedback than other generations.”
Coaching and mentorship can help trainees learn that progress can’t come immediately and they won’t be chef on their second day of work. Most of us perform well within a structured chain of command, so setting up a coaching relationship can help employees evaluate their successes and failures along the way. Also, training is not a one-time event, but a continuous improvement process. Support for a training program must come from the top, filter through all levels of management, and be respected.
https://www.forbes.com/sites/nataliesportelli/2015/10/28/5-mistakes-to-avoid-when-training-millennial-employees/#1e1d56e88563
https://www.alnmag.com/article/2014/12/common-training-mistakes
http://trainingstation.walkme.com/top-4-employee-training-mistakes-to-avoid/
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Negative Effects of a Lack of Workplace Training
Unhappy employees lead to high turnover
Low productivity and low quality
Unsafe work environment
Loss of customers and profitability
http://smallbusiness.chron.com/negative-effects-lack-training-workplace-45171.html
A lack of training is costly in so many ways.
Unhappy employees leading to high turnover
Employees are interested in performing their jobs well to advance the company, feel a sense of pride for a job well done and advance to higher positions. When there is no training, employees do not understand how to do their jobs and none of these goals are possible. This leads to low morale among workers, which results in employee turnover. A company with a reputation for high employee turnover is also unattractive to potential job candidates. Are you inspired to apply for a position in a kitchen that is constantly hiring cooks?
Low productivity and low quality
The rate of production is low when employees don't know enough to perform their jobs confidently. Unskilled employees could spend considerable time seeking help to perform their jobs or they could perform tasks to their understanding, to the detriment of the work process. This could lead to errors and injury. Supervisors and more experienced employees must also spend time monitoring unskilled workers, which detracts from their work and increases the amount of time necessary to complete production.
Unsafe Work Environment
The Occupational Safety and Health Administration states that untrained workers are more susceptible to injuries. This happens when workers lack the knowledge and skills required to use equipment and supplies safely. The problem could be fatal in work environments that contain heavy-duty machinery and hazardous materials.
Loss of Customers & Profitability
Untrained employees cannot produce high-quality products. They also lack adequate knowledge and skills to meet let alone exceed customer expectations. This combination results in dissatisfied customers. The company will experience declining sales if dissatisfied customers choose competitors who can provide a better overall experience.
http://smallbusiness.chron.com/effects-lack-employee-training-42687.html
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How To Be A Great Trainer
Lead by example
Know Your Subject
Get to know your trainees
Be patient!
Be enthusiastic and have some fun
Be an effective communicator
Image source: Kyodo | japantimes.co.jp
So What Makes a Good Trainer?
I once asked an employee who had great trainer skills for her secret. She told me that she treated every learner as an individual. For example, some liked to use their own initiative as soon as possible whereas others wanted more guidance. She adapted her style to suit their needs. Here are other qualities of a good trainer:
Lead by Example
In your role as a trainer, you need to have a strong sense of purpose and high standards in everything you do. If you cut corners, then your learners will do the same.
Know Your Subject
You should know more about the subject than those you are trying to teach, and always be looking to learn more. If you lack knowledge, this will be quickly detected and your relationship with your learners will suffer.
Get to Know Your Learners
A strong working relationship between you and your learners is essential. It determines whether the process of learning is going to be a co-operative effort, an uneasy alliance, or a cold war. Be curious about what motivates learners, and find out what they know already.
Be Patient
When someone knows less than you, there is sometimes the temptation to feel superior, and even to patronise them. Be respectful of their efforts if you want to maintain a good level of co-operation.
Be Enthusiastic
Enthusiasm is infectious and sets a good tone for the learning event. It does need to be balanced with composure - an over-enthusiastic approach may undermine your credibility. Also, if you set out to enjoy your work and use a little humour, it can go a long way to creating conditions for good learning to take place.
Communicate with Others
To be an effective trainer you must be an effective communicator – remember to listen, do not interrupt, be clear and concise and ensure that the message is received correctly.
http://www.practical-management-skills.com/trainer-skills.html
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