Imagine your organization trying to use new software that saves time and money. But the prerequisite for the success of this action is that everyone in the company learns how to use this new software. The software company provides an instructor to teach your people how to use the new platform. But in your organization, thousands of people use this software, and with just one instructor, it takes months for everyone to be trained. In this article, you will see how this problem can be overcome by training in-house trainers.
In the example above, there is a faster approach, and that is to use this trainer to train, for example, 10 people in the organization in order to prepare them to train other users of new software in the organization. If each of these people trains 10 other trainers (and so on), you can quickly have hundreds or thousands of trainers teaching people new systems; This means you can introduce software quickly and efficiently.
In this article, we take a look at the benefits of training in-house trainers and the steps you need to take to effectively train these new trainers.
Benefits and applications of the coaching approach
The Train-the-Trainer (TTT) approach is an accepted approach in a variety of industries, including education, public health, and even global affairs. The TTT approach allows the experienced trainer to quickly train a large group of new trainers; And these new coaches, in turn, train tens or hundreds of others.
There are many benefits to using a TTT approach in your organization. First, training coaches for yourself provides a quick way to train large numbers of people. Think of this approach as a pyramid; If you train 10 coaches and they train 10 other coaches, and finally, you can train 1000 people in a very short period of time.
In-house coaches are often more effective than in-house coaches because they have a deeper understanding of the organization’s culture, customers, and mission. They train their colleagues and can organize information in a way that is relevant to the work and goals of the organization. This familiarity reduces the fear that some learners may experience at the beginning of trying to change and enhances the quality of learning.
Training coaches for yourself can also be very cost-effective; If your in-house trainers are highly qualified, the TTT approach can cost you very little, as the daily wage for in-house team members is often less than the out-of-organization wages. However, if you are training your coaches, keep in mind that you should not take them away from the more valuable tasks they are responsible for.
The TTT approach also improves the skills of the people you have chosen to coach. These people will develop their knowledge and skill set and gain self-confidence, which in turn means they are more valuable to the organization.
Disadvantages of the coaching approach
This approach also has disadvantages. First, if a trained instructor fails to learn the correct information in the first place, he or she may pass on incorrect information to the people being trained. That’s why you should test your future coaches before they leave the program to make sure they are transmitting the right information and process.
Also, if you select a number of professionals within the organization to coach, you run a big risk by keeping them away from their daily tasks. Make sure your coaches have a high capacity and are able to delegate urgent or necessary tasks to others when training others.
How do you organize your approach?
To run the TTT program, you must follow these steps:
1. Choose your coaches
Start by identifying people in the organization who become great coaches. It can be tempting to select skilled people who are highly skilled in the subject matter of your training, but only do so when the information you need is only explained by an expert. It is better to choose coaches who, in addition to their teaching ability, also have the power to communicate effectively with others. If you do not need your information to be explained by an expert, prefer soft skills to technical knowledge.
To do this, select professionals who:
- They have empathy.
- They are respected by their peers.
- They have high emotional intelligence.
- They are good transmitters.
- They have high public speaking skills.
- They are good facilitators and are able to provide groups with different learning styles, experience levels and abilities.
- They are patient.
Make sure there is enough time to train others in the schedule of the people you choose. You may need to delegate some of their work to others so that they can take the time to teach others.
2. Define goals and criteria
What experiences, knowledge, and behaviors should your future educators be able to provide as they complete their training? How do you know if they are proficient in these areas?
Before setting up a class, you need to set goals for the group and let them know how you measure the skill. One good way to do this is to use the ABCD Learning Objectives model, which helps you determine the learning outcome for your group. You can also use Bloom’s training target classification to identify the level of knowledge your instructors need to gain for effective training.
3. Perform a needs assessment to identify training needs
Before the session, talk to the trainees to find out how experienced they are as trainees and how much they know about the topic you want to teach. Once you are aware of everyone’s current skills and abilities, you can organize the type of training you need to provide to meet the learning objectives of Stage 2.
Use the steps of the ADDIE model and the nine-level learning model to plan the information that the instructor will teach and how to transfer this information.
4. Use different learning styles
It is important for your new coaches to know that people have different learning styles. For example, some people learn better using a practical approach, while others want to first understand the theory behind the subject. The best educators share information and skills in a way that allows everyone to learn effectively. Your team needs to know how to disseminate information in different ways. 4MAT is a good way to do this.
Another approach is to ask your future coaches to think about the best training they have received in the past. What makes this training special for them? What did the previous coach do to make the information real and relevant? Encourage your instructors to think carefully about this experience and ask them to identify how they can apply this information in their future training sessions.
5. Use dynamic learning methods
Your instructors should have as much practical interaction in their classroom as possible. They need to know what they want to teach and they need to practice how to teach it to others.
Consider using dynamic learning techniques such as role-playing and group projects to help learners engage and understand information. Everyone should have the opportunity to teach during the session while the instructor observes and critiques them.
6. Help new coaches
Once the instructors within your organization have completed their learning, allow them to teach in a real classroom in the presence of experienced instructors. This should be done before the new coaches start working alone. Doing so will help you make sure they are teaching the right information, applying the right strategies, and using the techniques you have taught them.
7. Evaluate the results
Once the TTT program is complete, make sure there is a proper measurement method to evaluate its effectiveness. Then analyze the impact of the program and the trainees’ feedback so that you can improve it in the future.
The coaching approach is a proven approach to educating a large number of people. However, consider other approaches, such as e-learning or webinar-based training, which allows you to train multiple people at a time. Choose the best training method or a combination of them according to the conditions.