In-house training requires specific skills set

Indices of performance consist of sales, overall profitability, customer service, quality of products and services, and employee satisfaction and retention rates. The definition of training includes attendance at public seminars, usage of outside trainers to conduct in-house training and using associates within an organization to train. The latter is a viable option when a team member is highly knowledgeable in a topic, has the time to create a seminar and possesses exceptional training skills.

Choosing a trainer

To determine whether a current employee has the skills to facilitate an in-house program, review several factors. Creativity, conscientiousness, initiative, organizational skills and a quality orientation will be needed to devise materials and develop training techniques besides lecturing. Traits critical to conducting the presentation encompass confidence, a positive attitude, excellent communication skills, a high level of energy, a good sense of humor and a touch of acting skills.

The ability to accurately assess nonverbal behavior is essential. Employees who conduct training must know when to speed up in order to avert participant boredom, and when to slow down in order to better convey a confusing message. Consideration of the feelings of others, not being sensitive to criticism and the ability to bring about compromise will help with any disagreements that arise between the trainer and a trainee, or among the trainees themselves.

Once a trainer is selected, he will need to organize his vast knowledge on the topic and create a workbook and handouts. Variety is important to maintain the attention of co-workers, so he should utilize boxes, lists, pictures, charts, graphics, checklists and fill-in-the-blanks.

Issues to address

Should the meeting be held at the workplace or in a hotel?

Use of the organization’s building is more cost-effective, but the downside is that the attendees will leave frequently to resolve problems that arise and miss a lot of the material.

Once the location has been selected, then the room setup must be determined. For maximum participation, the preferred styles would be round tables or rectangular tables set up in a “v” format, or in a circle.

Will the business cater lunch if the training runs all day? This will increase the cost, but if people need to leave the building for lunch, several will return late.

How often will breaks be provided and how long will each last? A few minutes every hour facilitates adult learning, helps ensure attendees will not have the time to become involved in a work problem, and allows participants who are drinking coffee or soda chance to refresh. An alternative is a 15-minute break every two hours. This will provide staff with enough time to quickly fulfill some job tasks.

Should the training be voluntary or mandatory? Mandatory is the correct choice if the seminar is to address a major problem or critical issue facing the organization.

Should managers be required to attend? The presence of management shows support of the material taught and enables supervisors to reinforce the principles following the training. However, in some instances, the presence of supervisors will stifle freedom that subordinates might otherwise feel to participate and ask tough questions.

To help ensure the program is problem-free, develop a checklist of all the handouts and equipment needed. Be sure to create a backup plan for equipment failures.

Proper selection of a trainer and preparation for the actual training day is important to in-house seminars.

Lynne Haggerman is president/owner of Haggerman & Associates, a firm specializing in management training, retained search, outplacement and human resource consulting. She can be reached at lynne@haggermanandassociates.com or haggermanandassociates.com.[[In-content Ad]]