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Training of Trainers

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Ground Rules
Experience

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Chapter One: Introduction
Overview of Workshop
Workshop Overview:

A train-the-trainer model will be used to assist participants to develop


and/or expand their skills to conduct effective trainings that are
specifically related to the fair housing training curriculum provided.
Objectives
Develop participants capacity to plan, organize, and conduct training.

Introduce participants to principles and concepts of training.

Equip participants with knowledge of effective training methods and


visual aids and skills to use them.

Identify effective ways to monitor and evaluate training sessions.

Help participants develop training plans.


Activity: Ice breaking Lifelines

Every participants will introduce himself then draw a line on a piece of flip
chart paper turned sidewise. At one end is your date of birth. Along the line
you should record the important events in your life that shaped what you
have become today.

L I f e l i n e
Importance of Training

Training is showing increasing importance due to:

The Rapid Environmental Changes in all Aspects.

The Significant Changes in Manpower Characteristics.

The Various Challenges Facing Modern Organizations.

Global Competition.

The Need To Have Productive, Stable and Effective Manpower.


Principles of Training

Principles of Training

Learning
Practice by
parts

Feedback
Individual
Differences
Balance
Known
to Motivation Time
Unknown
Principles of Training

1. Trainees should be given the opportunity to apply and utilize the theoretical
concepts that are presented in the training program.

2. Feedback is helpful since it makes trainees correct their mistakes, makes


training more interesting and enables trainees to set goals for improving
their performance.

3. Effective training is based on making a balance between a compacted


training and lengthy training.

4. Moving from the known topics to the unknown and from the easier subjects
to the more difficult ones.
Principles of Training

5. Effective training should be associated with a motivation for trainees. This


motive could be self-development, a promotion or any other motive.

6. Segmentation of training: to provide people with relevant KSAs, this should


be done by dividing the whole subject into minor parts and these small parts
should be integrated to achieve the training goals.

7. Adequate time that is convenient to the trainee and also this means
conducting training on interval basis not on continuous basis.

8. The individual differences among trainees should be observed. Since


people are not alike and each trainee is a unique human entity, certain
differences will emerge concerning physical, conceptual, mental, social and
physiological aspects.
Utilize and stimulate the Senses

10% of what we read

20% of what we hear

30% of what we see

50% of what we hear & see

70% of what we do

90% of what we teach


Training System Components

1. Training Needs Assessment ( TNA).

2. Developing Plans and Designing Programs.

3. Training Implementation.

4. Training Evaluation.
Inputs Processing Outputs

Manpower TNA Knowledge


Money Developing plans Skills
Materials &programs Attitudes
Tools & Aids Implementation
Data Evaluation Higher performance
Objectives Better quality
Polices Better morale
Technology Higher stability
=Effectiveness

Feedback
Chapter Two: Planning of the
Training
Training Needs Analysis

Defining and assessing training needs to find out


the deficiencies of knowledge, skills and attitudes
Training Needs according to the organizational analysis.

Translating needs into:


Training needs
Mechanisms
Training Plan Resources
Tasks
Time frame

A detailed statement covering a specific training


need.
Training Program
What is a Training Need?

It is a gap between the current employees competence level (what is) and
the desired competence level (what should be).

The desired (ideal) level - the current level = the training need
Levels of Training Needs
Assessment
TNA is carried out on three levels:
1.The organizational level.
2.The task level.
3.The individual.
How Training Needs Assessment is
carried out?

TNA is carried out according to the following steps:

1.Revising the objectives to be achieved and relevant activities during a future


period.

2.Collecting data about performance.

3.Data analysis.

4.Abstracting performance problems ( problems that can be solved by training).

5.Translating those problems into training needs.


First: Revising Future Objectives and Related
Activities

This is the first and logical step to start with in order to revise the main objectives of

the organization and its divisions during the coming period (e.g. 2020 or 3 years).
Analysis also considers the main activities required to attain the objectives. Here we carry
out the organizational and task analysis.
Second: Collecting Data about Performance
Indicators

Data is collected about : current performance levels, costs of activities and


problems associated with each sector or activity. Data is collected using a number
of methods including:

Observation

Reporting

Personnel records

Performance appraisal

Job description cards

Interviews

Questionnaires ( addressed for managers and employees).


Third: Data Analysis

Having secured the provision of data from various sources using the previous
methods, data collected is subjected to processing and interpretation via manual or
electronic data processing techniques. The purpose is to abstract meaningful
indications about performance problems.
Fourth: Classifying Performance Problems

Once we have reached a list of performance problems, we start classifying these


problems into:

Problems that cannot be tackled by training. These are the problems that need
certain methods of intervention rather than training. Examples of these problems
include: Structural problems, moral problems, resources problem...

Problems that can be addressed by training. These are the problem that caused
mainly by deficiencies in knowledge, skills and attitudes and thus training is the
effective method to handle these problems and fill the gap of what is and what should
be.
Fifth: Translating those KSA Performance
Problems

In this last step, performance problems that can be solved via training are translated into
training needs:

Quantitatively: The numbers of people need to be trained.

Qualitatively: this refers to the KSA needed (by each individual).


Developing Training Plans

To explain the TN as a successful method of intervention to handle performance problems


related to the KSA deficiencies, the following figure is inserted to show the cases of
performance deficiencies and the adequate method to deal with each case:

Training Plan: is a statement of the organizations vision, objectives and the mechanisms
of achieving these objectives.

High

(1) Motivation (2) Resources

(3) Job Redesign (4) Training

High
Low
Steps Of The Training Plan Process

Revising previous training plans

Investigating & identifying the


resources and factors affecting training

Setting up priorities taking in account


certain consideration

Translating Training needs into


training objectives

Determining the requirements


and mechanisms relevant to the
accomplishment of the plan

The design of training programs

Developing the plan document


Revising the Previous Training Plans

The aim of such a revision is to get certain guidelines and useful indicators
so as to identify the new aspects to be addressed in the light of the
emerging needs and variables.

Help exclude some irrelevant and obsolete programs. Additionally, we can


reach certain new priorities according to the actual implementation of the
last year training plan.