The Trainer’s Journey is a series of steps a trainer must take before, during, and after a training program to ensure the best results for all stakeholders concerned. As trainers, it is not just the 2-3 hours spent in training that matters to your business. The other factors in addition to the training itself are what really add value to clients.
We have developed this checklist from experience and also the works of L&D and performance consulting thought leaders like Donald Kirkpatrick, Tricia Emerson, Jack Philips, Dana Robinson, and Andy Jefferson.
There are 18 steps to the Trainer’s Journey. Here goes.
- We clearly understand what the business is trying to accomplish as a result of the training.
- We have a thorough understanding of the skills and behaviours employees must perform to achieve the desired results, as well as their current level of proficiency.
- We have a robust set of learning objectives to inform the instructional design
- We have discussed the business or training manager’s criteria for success and have explored the kind of data the business would consider relevant, credible, and compelling.
- We have included meaningful preparation, preferably experiential, which will be used as an integral part of the training.
- The course description emphasizes the business purpose and clearly explains the WIIFM (What’s in it for me?) to the participants and their managers.
- The plan includes steps to ensure a pre-training discussion between the attendee and his/her manager.
- The instructional design is robust; at least 50 percent of the total instructional time is devoted to participants’ active engagement with the material
- We have structured the instruction, games, and exercises to underscore their relevance and utility for the participants.
- If we plan to collect immediate post-training feedback, then the evaluation form includes questions regarding the participants’ perception of the training’s relevance and utility and there is a plan in place to monitor and act on the results.
- If we plan to assess whether the learning objectives have been met or give a test at the completion of training, then we have made sure that there is congruity between the learning objectives and the manner of assessment and that we are assessing their ability to perform, not merely recall facts.
- There is a plan in place to remind learners periodically after the program about what they learned and the need to apply it.
- We have defined and clearly communicated a “finish line” for the training other than the end of instruction.
- We have a plan in place to engage managers and support their efforts.
- We have developed specific job aids or other forms of performance support to assist learners in utilizing their training once they return to work and we have incorporated them into the training itself.
- We have a plan in place to evaluate on-the-job results. The evaluation approach and criteria have been discussed with and agreed to by the business.
- The evaluation plan specifically seeks out information that will help us improve the effectiveness of subsequent programs.
- We have a plan in place to effectively communicate the results of the evaluation, good, bad, or indifferent.
Every program that we do for every client, and every prospect that we nurture always goes through this journey. It has helped us bring structure to our business. I’m sure it will help you in yours too.
Traveling with you,