Feeling Overwhelmed as a Trainer? How Do You Manage Scheduling and Career Growth?

Hi, I am a Trainer by profession. I train new joiners on processes as well as conduct refresher training for existing employees, both process-related and sometimes focusing on soft skills. My job description is not very clear within the company, except that I am entirely responsible for any training within our office. Due to this lack of clarity, I feel that my job cannot be managed effectively.

For example, we have both new joiners' training and refresher training for existing employees happening simultaneously. Even though the new joiners are working independently while I train the existing employees, I have to return to the new joiners' training as soon as I finish the existing employees' session, which usually lasts 2 hours or 1.5 hours. This constant switch causes a significant strain on my voice and adds to my stress levels.

Scheduling of Trainers' Hours

Can anyone provide information on how trainers' hours are typically scheduled in other companies and how their training and non-training hours are categorized?

I have been with the company for 2.6 years now. Recently, I have noticed that I am no longer involved in HR meetings with team leaders and key personnel, nor am I participating in Operational Manager's meetings with team leaders and HR. This situation has led me to question how my role is contributing to my career growth. Previously, I was actively engaged in operational and HR meetings. What do you think might be the issue? Please provide suggestions.

Hi Nisha,

First, try to have a one-on-one meeting with your reporting head and ask for feedback. This will help you understand where you stand. Additionally, inform them about any strain and stress you may be experiencing while providing training.

Make sure to get your doubts clarified regarding your role and confirm whether there is any required involvement in current meetings, etc.

Hope this guidance is helpful.

Thank you.

Dear Nisha, your concern is about not being involved in the decision-making process. Therefore, it is important to understand the seniors' viewpoint about you. You organize employee training, and you conduct a few programs on your own as well. Nevertheless, what matters is whether you have measured the business impact of what you do.

In fact, the training manager should be involved in the managers' meetings essentially. In these meetings, one gains insight into the organization's needs. This insight is 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 organization might not have understood the value of employee training. The second one is your designation; they might not be interested in the involvement of a non-manager. The third one could be that they might consider you immature and might not want a cipher among figures. Please do not mind this upfront statement as it could be just a possibility.

So what is the way out?

The way out is to mark your presence by organizing training programs that impact the business. Earlier, I have given an exhaustive reply on employee training. Check the following link to refer to it: https://www.citehr.com/523786-traini...ml#post2222367. Go through the above link, identify what changes are needed, and make a fresh training plan.

All the best!

Dinesh Divekar

@DineshDivekar, with regard to your reply, I gained 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.

In our organization, I am dedicated to new joiner training, which lasts for a month. I am also responsible for conducting refresher trainings on a monthly basis, although they are quite limited. However, the management often inquires about the efficiency of these refresher trainings, which are designed to enhance employee knowledge and skills.

Training Structure

The training we provide includes process training, which equips new joiners to transition smoothly to the operational floor after a month of classroom training with practical exercises, including software usage.

Refresher Trainings for Existing Employees

For existing employees already on the floor, we conduct specific refresher trainings in a classroom setting, primarily focusing on process/software training and various Excel-based tasks. Due to the nature of the work, it is challenging for trainees to grasp new features or other aspects solely through theoretical explanations or screen demonstrations.

Challenges in Training Implementation

I am unable to interact directly with these trainees on the floor as they report to supervisors who are equally or more proficient in these areas. Since practical implementation lies with the supervisors, most employee queries are resolved by them. This dynamic has led the management to question the usefulness of my training sessions and the employees' level of engagement during these trainings.

The issue extends beyond employees seeking help from their supervisors in practical, real-time scenarios. It is more about instilling a mindset where all aspects are explained in the classroom, with practical application happening later under the guidance of supervisors. In many instances, I have observed that trainees are unaware of what was covered during classroom training when asked to complete post-training exercises. The responses from both the trainees and their supervisors have not been very positive. Yet, there remains an expectation for significant learning post-training.

Improving Training Effectiveness

To enhance the effectiveness of these trainings, I need to reconsider how I track their impact and ensure their successful implementation by both the trainees and their supervisors.

Kindly let me know if you need any further assistance.