Page 145 - DMGT518_TRAINING_AND_DEVELOPMENT_SYSTEM

Training and Development System

Notes  Explain the roles of trainer
 Discuss the do’s and don’ts for trainers

Introduction

The typical trainer’s job used to be fairly straightforward in the past. His or her main
responsibility was to impart standard work-related material to each new crop of employees.
Sessions were held in classes for fixed periods of time and used many of the same teaching
methods commonly used in high school or college classrooms. At the end of each session, the
new recruits were tested and then sent off to their jobs. Some were called back for follow-up
training. The trainer’s job, in other words, was fairly routine. But not anymore. Trainers can no
longer count on teaching the same subjects or using the same methods year in, year out. Change
is now the norm.

9.1 Trainer Competencies

Did u know? Who is a Trainer?
A trainer is a craftsperson at work. He is an important pillar and the type of the trainer is
an important figure in making a training programme a success.
9.1.1 Characteristics of a Trainer

1. Personal needs of trainer: The kinds of feeling trainer have, which induce a favourable
climate are:
(a) Interest and excitement in the subject.

(b) Eagerness to share the task and help the participant to grow.
(c) Acceptance of participation as people with differing needs and personalities.
(d) Empathy with others.
With experience and practice trainers communicate these positive feeling more surely.

2. Authority and Control: Probably on no other dimensions do training methods differ
more and more importantly than in the degree of control trainer feel they need over
participants.
Controlling is necessary for most efficient and effective training. Trainers select exercises
and games participants like and for which they (trainers) are liked by participants.

Choosing such methods of training in which the participants are not interested would
lead to the increased dependency of the participants on the trainer but however to make
the training successful the trainers must practice and authority in the better attitude i.e.
final achievement of the training goals.
3. Exercising Power and Influence: Power may be the most salient for trainers. The main task
actually is to ‘move’ the individuals and groups in the programmes. However, programmes
should at least make participants more competent.

It can be used to expand influence and make other people powerful too. Alternatively, it
can be concentrated by keeping participants important, ignorant and abused.

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