Hi, I am a Trainer by profession, i train new joiners on process as well as take up few refresher trainings for existing employees, both process related and sometimes soft skills. My JD is not very clear from the company, except that i am wholly responsible for any type of training within our company/office. Because of this, i feel my job cannot be managed well.
For ex: we have both new joiners training as well as refresher training for existing employees simultaneously. Although the new joiners will be working by themselves while i am training the existing employees, i have to go back to new joiners training as soon as i complete the existing employees batch of 2 hours or 1.30 hours.. this causes huge strain to my voice as well as stress.
Can anybody help me with information on how the trainer's hours are scheduled in other companies? how their training and non training hours are classified?
I completed 2.6 years in the company, nowadays i can observe that neither i am involved in HR's meeting with team leaders and key people nor i am involved in Operational Manager's meetings with team leaders and HR.. so this is making me rethink how my profile is adding value to my career.. as previously i was involved in Operations meetings as well as HR's.. what do you think should be the problem? Pls suggest..

From India, Bangalore

HI nisha
Ist try to have a one to one meeting with your reporting head and take feed back. That should be able to tell where you stand. Also , inform them of your strain and stress while giving training.
Get your doubt clarified in regard to your role and there is no involvement in current meetings etc.,
Hope this helps.

From India, Visakhapatnam
Dear Nisha,
Your gripe is about not involved in the decision-making process. Therefore, it is important to understand seniors' viewpoint about you. You organise the employee training. Few programmes you conduct on your own also. Nevertheless, what matters is have you measured the business impact of what you do?
In fact training manager should be involved in the managers' meeting essentially. In these meetings one gets insight about the organisation's needs. This insight was expected to bring focus to your training efforts. If this is not happening then it could be because of three things. One is that your organisation might not have understood the value of the employee training. Second one is your designation. They might not be interested in involvement of a non-manager. Third one could be that they might be considering you immature and they might not want cipher among figures . Please do not mind for this upfront statement as it could be just possibility.
So what is the way out? Way out is to mark your presence by organising training programmes that impact the business. Earlier I have given exhaustive reply on employee training. Check the following link to refer it :
Go through the above link, identity what changes needed and make a fresh training plan.
All the best!
Dinesh Divekar

From India, Bangalore
Thank you ssrow & Dinesh Divekar for your replies...
From India, Bangalore
@ DineshDivekar ,with regard to your reply, i got some good insight into the problem.. thank you.
Now i would like to know, as you have mentioned professional trainer, what is the involvement level and what are the general activities undertaken by L & D departments in other companies, if you could provide me general information for my knowledge enhancement..

From India, Bangalore
Dear Nisha,
In my previous reply, I have given the link of my past reply on training. You may go through the link, find out what changes needed to be done in the existing set up of employee training in your company, prepare plan and upload it here. Otherwise, send the plan by private message. Solution can be offered thereafter.
As of now, I do not know what is the nature of your industry, how many departments are there, how do you measure each department's performance etc. Sans this information, it will not be possible to give suggestions of any kind.
Dinesh Divekar

From India, Bangalore
In our organization i am dedicated for new joiner training which goes on for a month and i am responsible for refresher trainings on a month on month basis, which is quite limited.. but however, the management asks me about efficiency of these refresher trainings which happen to enhance employee knowledge and skills.
The training we give involves process training, which enables new joiners to work easily on the floor after a month's training in classroom with practical exercises, as we use software as well.
The existing employees who are on the floor, will be given certain refresher trainings in classroom scenario, but most of it is about process / software and various excel - based work. Due to the nature of work, it is very difficult for trainees to sit and understand theoritically or by observing the screen about new features / other aspects..
I am not able to involve directly with these trainees on floor, as they report to their supervisors who are equally or more well versed than me in these aspects and since practical implementation is with them, most of the employees' queries are solved by their supervisors..
This is causing management to think that my training is not at all useful and employees do not pay much attention in these trainings. But it is not only a matter of employees asking their supervisors for help (practical & in live scenario), but it is more of a mindset that we need to explain all the aspects in classroom and later they will learn practically with their supervisors... In many scenarios i have understood that trainees are unaware of what happened in the classroom training.. when we ask them to do post training exercises, etc... not much of positive response from them or from their supervisors.. but still they expect to learn a lot after training... What should i be doing to enhance effectiveness of these trainings? how should i track the effectiveness and get to know their implementation by trainees and their supervisors?

From India, Bangalore

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