Training Skills

• Roles of a Trainer
• What a Trainer Should Do Well
• Feedback & Evaluation

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Your Roles as a Trainer

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 Planning Role

• designs the learning experience

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 Expert Role
• transmits information

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 Instructor

• directs the learning situation

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 Facilitator

• Helps the group to get to an agreed

endpoint and helps learning take place
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 Resource Person

• Provides materials & information

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 Model Role
• Models or
influences
behavior & values

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Co-Learner

• learns along side the

trainee

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 What a Trainer Should Do
Well
• Understands basic
teaching methods and
apply this knowledge
• Communicating
• Facilitating
• Presenting
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 Communication

“Communication is an exchange, not just

a give, as all parties must participate to
complete the information exchange.”

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 The Interpersonal Gap Model*

Pass through Pass through

A’s
filters and are observabl filters and are
transformed e actions transformed
Into… Into…

A’s private
intentions B’s private
interpretatio
ns

*Based on the work of

John Wallen, PhD.
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 What are YOUR filters?

Work Education Religion

Background

Gender Values
Income
Age Birth Order

Sexual Marital Status

Orientation
Ethnicity
Organizational
Role
Family Norms
Physical
Abilities
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 Why do we listen badly?
• Lack of interest
• Criticising speaker’s delivery
• Boring subject, prejudices
• Too long
• 100 things to do
• Hunger, or some other discomfort
• Distractions/noisy environment

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 Your Communication Style
To use your communication style better,
or to adapt it to different audiences,

understand your style and its impact

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 Who is a Facilitator?
• A person who helps a group
to work together in a
collaborative way, by focusing
on the process of how the
group members work together
• Helps the group to get to an
agreed endpoint and helps
learning take place (both for
the group and for individuals
within it)

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Styles Available to a Facilitator
Authoritative Facilitative
• Directing • Releasing tension
• Eliciting
• Informing
• Supporting
• Confronting

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 Questioning
• Facilitator uses
questions to help a
group identify,
explore, clarify and
develop their
understanding, and
also help them decide
what to do
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Understanding Group Dynamics

Johari’s Window

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Johari Window

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Increasing Open Area thru
Feedback

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 initial stage
Figure 1: Small Green Window Pane

OPEN BLIND

HIDDEN UNKNOWN

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 Application in Leadership
• To expand Leadership (Green area)
you have the Red and Yellow Pills
to offer
• The Red Pill is disclosure and the
Yellow pill is willingness to take in
feedback.
• Leaders who do not disclose and
do not take feedback, do not make
very effective leaders.
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 improved stage
OPEN
---> Ask for Feedback
|
| BLIND
\/
Disclose and Tell about Self in
Public

HIDDEN UNKNOWN

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Figure 2: Large Green Window your name
What Type of students’
You face?

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 The Monopolizer

• Takes up all the time

with their own issues,
making it difficult for
others to participate
• Interrupts, fails to listen
and generally dominates
discussions

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The Complainer
• Continually finds
fault with
everything
• Is not a problem
solver, but a
problem seeker

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 The Silent One

• Reluctant to participate

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The Hostile One

• Makes
confrontational
remarks
• Attacks (verbal)
other participants
or the facilitator

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 The Negative One
• Dwells on complications,
problems
• Avoids finding solutions
or positive points

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 The Dominator

• Think they have all

the answers, want
to control the
discussion
• Think they are
superior to
everyone else.
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 The Whisperer-Conspirator

• Has private conversations while the

facilitator or others are speaking.

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The Clown
• Uses humour to
distract or put
down others

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 The Prisoner

• Unhappy
• Restless
• In the session against their will

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Feedback and Evaluation
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 Feedback

What is it?
Why do we do it?

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 Results-Based Learning

Efficiency Effectiveness

Inputs Activities Outputs Outcomes Impact

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 Level of Results
Levels Description Result
I Reaction: What is the participant’s Output
response to the training?
II Learning: What did the participant learn? Output
III Behaviour Change: Did the participant’s Outcomes
learning affect their behaviour?
IV Organizational Performance: Did Outcomes
participant’s behaviour changes affect the
organization?
V Return on Investment Impact
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 Measures …
Levels Description Measure
I Reaction Satisfaction or
happiness
II Learning Knowledge or skills
acquired
III Behaviour Change Transfer of learning
to workplace
IV Organizational Performance Transfer or impact
on society

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 Evaluation Tools

• Daily Feedback
• Session Feedback
• End-of-Course Evaluation
• Post-course Evaluation
• Research

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