How do you encourage feedback and growth for your trainers?

I encourage feedback and growth for my trainers by fostering an open and collaborative environment where constructive criticism is welcomed. Regular one-on-one meetings allow for personalized development plans, while peer-review sessions promote a culture of continuous improvement. Utilizing my experience in change management and psychological evaluations, I tailor training methods to each individual's needs, focusing on measurable outcomes and consistent progression. This holistic approach ensures that trainers not only excel in their roles but also contribute actively to our shared goals.

I would add that allowing for 360 degree feedback would provide insight to the trainer from various sources, including participants in the training sessions, colleagues, supervisors, and their own self-assessment. Once this feedback is collected it can be analyzed to identify trainer strengths that can be leveraged in more sessions as well as gaps where improvements can be made.

Agree that to encourage feedback and growth from trainer setting clear expectations and goals is important . But in this process the communication plays a key role. Elaborating our point of view with required goals and expectations also giving trainer chance to express their views, their way of delivering the whole training program. I believe in proper communication of thoughts without biased.There must be two way conversation.

One thing I found out to be important when working in a different location is the importance to have regular discussions regarding how the new trainer feels their “train the trainer” experience is going. Ensure a thorough understanding of the issues and have team discussions with both the new trainer (trainee) and the senior or onsite trainer tasked with training the new trainer. If this is not done to the satisfaction of all, you risk the potential loss of the new hire thereby putting the company in the position of lost time and investment in the new hire. Ask how I know!

As everyone mentioned, communicating permanently, constructively and without judgments is extremely important. Only then will the trainer understand the vision of the project, be able to contribute with proposals for improvement and guarantee that in the end the evaluation will assess what we really want. In addition to the aforementioned information that we can provide the trainer, it is also important to transmit some information about the group so that the intervention is as tailored as possible to the group.

Provide constructive feedback only, with mitigation steps. When we raise an issue, the right thing is to provide a solution as well. This way, it appears to the trainer, a more positive note. Words are powerful tool of communication. Therefore, use positive affirmation upon constructive feedback given to encourage improvement & creativity in next comeback training.

We use a feedback model of 3 questions: 1. What went well? 2. Did anything not go so well? 3. Next time, what could you try differently? We get them to reflect first on those 3 questions, then as the feedback giver, we offer our insights on those same 3 questions!

Be specific with reference to the incident and share the impact of the same in a timely and constructive manner. Follow up with seeking inputs on what could be done to improve.

Feedback is that tool which motivates on one hand and prepares the ground for further improvement on the other hand, therefore 360° feedback is the best source to have further upgradation and next level of imparting knowledge and finally the outcome in the form of performance is enhanced

As colleagues mentioned, we should avoid vague feedback. The permanent feedback allows you to divide the questions to address allowing a more focused approach.It is important to remember that feedback is not a one-way street (manager-trainer), but must include active listening. The construction of solutions must be a shared responsibility based on joint reflection based on all the information gathered.

For the self awareness and development of my trainer I would support inbound training to my trainer. Where they can express their doubt. A learned trainer can give highest performance.

Reflecting on our action is essential for us to improve. Allowing trainers the time to do this is essential. We all know this role can be draining as it requires focused attention and has a lot of associated bureaucracy. The moments of recovery must be established, promoted and supported. Coaching can be a powerful ally to support reflection about the practices and set new goals. Programs that allow co-teaching can also positively boost the self-awareness.

People will default to "my idea is the best" and will follow through with that first. Your job as a leader, mentor, and coach is to help them figure out what the opportunity is, how to improve it, and define the goal. But you have to do it in a way where they generate the ideas from your guided conversation. I do this by leading the conversations with questions... and not the cliche "What could you have done better?" Example -How do you think the learners perceived your body language and tone? -How could you change your body language and tone to improve that perception? -Out of your ideas, which one do you think will have the most impact? -Is it ok for me to do a follow-up observation in 3 days or do you need more time?

To be a successful trainer in a global organisation you need to not only focus on the skills of impactful design and delivery but also support them to develop their ability to partner and influence their stakeholders. When First Line Managers and Trainers work effectively together you see a real impact on behaviour change and performance. Often trainers report into a commercial manager so it is important to ensure that they get the expert learning support they need through coaching or mentoring. having regular 'buddy' and 'group coaching' opportunities can really.y support the peer learning

Thats great idea to give trainer with good opportunity of learning and development. But while giving them we must Target those few trainers personally who are there with the mentality "I KNOW EVERYTHING" . These kind of trainers are stagnant and refused to change their working type. So we must motivate those kind of trainers to develop themselves.

One thing I've learned to do is not only seek feedback from our team about their learning needs but also understanding their wants. My company had developed internal training opportunities, partnered with local colleges, and brought in external training partners to expand our training opportunities. By listening to our employees, we're constantly addressing further opportunities for growth and development. It can be overwhelming for small companies that don't have the same resources to rely on, but often grants and community partners can help develop growth opportunities for these teams. More is more when it comes to learning!

Providing training and development opportunities for trainers is a win-win situation, as we leverage the success of learning projects by promoting acquisition and development, we also promote the well-being and retention of our trainers. Depending on the skills to be developed, we should use different training methods and formats, but we should also promote the sharing of knowledge through talks, mentoring and coaching between peers.

We can recognize and reward trainers in a variety of ways, such as personalized thank you notes , flexible benefits, constructive feedback, offer challenging projects, between others. But above all, we must try to understand how each one prefers to be recognized and rewarded.

Yeah yeah yeah this is the most important thing that we have to do without fail and without getting biased. For this good performer can be praised publicly on company website, WhatsApp group, LinkedIn profile, social media. Praise and appreciation is best reward for 90% of trainers, money and prizes comes second.

Training roles are often considered as development opportunities for people that have been good at doing the role they will support. The danger here is that in the absence of a personal development programme they can fall into the comfort zone of telling and instructing others. With this approach the impact can be limited and will often lead to frustration and burnout. Ensuring that they are supported with a comprehensive induction programme and/or an experienced coach/mentor will ensure they thrive and in turn deliver far greater impact and transformation in their role.

To encourage feedback and growth for Trainers, there is need to build the culture of: - Learning evaluation, monitoring, and countability. - knowledge enrichment through train the trainers program - Mentoring and coaching is necessary

The most important thing to remember is stagnation. Whether its related to trainer or training program. We need to continuously take care of both the aspects. The routine methods of training and regular execution of same program leads to stagnation. We ourselves have to be active to make our trainers more active. Its good to ask for best but before that we must have to become the best who deserve to get best.

There are two elements to add - 1. Feedback from the training team - have them come back to us with feedback on processes, content, structure, etc. Allow that feedback and address. By having an impact they take more ownership over the training, and that will bring greater results from them. We need to remember that feedback should be a two way street. 2. Ask them - What have you learned? After their sessions. If they did not improve their skills, gained insights or collected new nuances (examples from participants, new ways for them to simplify, etc.), they might be missing something.