Train the trainer: Way forward to in-house training

Ankush Gupta

If any hospital wants to compete on a global level and provide services as per international standards even in loco-regional area, it is imperative that it nurtures competencies as per strategy, acquires and retains a workforce which is cohesive, committed and delivers high performance.
Any hospital, which keeps pace with the changing business environment, has to provide training to its employees on core competencies and soft skills using traditional methods of on-the-job and class room training.

The problem in training and development is the cost in the absence of objective evaluation of the return on investment in such activities. It is very strongly advocated that returns on investment can be measured through customer’s feedback to the management. Through research conducted by business schools in the industrial setups, corporate and service sector, it has been very clearly established that 100 per cent customer satisfaction is difficult to achieve.

Dissatisfaction of the customers with the current choice compels them to search for newer services and products- giving rise to business opportunities to other organisations in the same sector. Evaluation of training is always subjective, though we may do any form of feedback compilation in any format.

Another difficulty is the non-availability of the trainers, who understand the operations of the hospital. It is to be noted that hospitals are care and cure business models where a right blend of the technical skills and hospitality needs to be delivered. Without understanding the interdepartmental dynamics and the criticality of the operations, it is not possible to design training content suited to the needs of the hospital operations.

Training and development needs of a hospital depends upon:

• Performance effectiveness in obtaining goals.
• Current and future skills and gaps of the employees.
• Technological upgradation. n New techniques of performing task
• Alignment to organisational culture.

In order to satisfy the training needs, develop training content as per the requirements, cutting cost and to achieve optimum impact, it is advisable that hospitals think about “Train the Trainer” concept.

It is advisable that the line managers are trained to be the trainers so that they can contribute towards meaningful training. The advantage is that they know day-to-day operational issues, interact with the staff on a regular basis and share similar experiences so they can relate better with the expectation of the customers and gap that lies in the service delivery.

They can develop training content which is relevant and specific to the function. The success of ‘Train the Trainer’ depends on the selection of the in house trainer.

Line manager who has the potential to be an effective trainer generally exhibits:

• Self-confidence.
• Awareness of environment.
• Ability to build bridges—relate old to new.
• Organisational skills.
• Desire to learn.
• Ability to listen.
• Sense of humor.
• Communication skills.
• Flexibility.
• Patience.
• Cool headedness & warm hearted.

A line manager is not fit to be a trainer if he:

• Has a superiority complex or ego issue.
• Poor knowledge of the subject.
• Shows lack of enthusiasm.
• Is not interested in knowledge sharing.
• Is impatient with the group.
• Uses ineffective teaching methods.

‘Train the Trainer’ programme should focus on guiding on how to:

• Identify the barriers in adult learning.
• Overcome these barriers.
• Set the training room.
• Develop the training content.
• Develop report with the trainees.
• Use audio-visual aids to deliver training content.
• Welcome and greet trainees.
• Introduce the agenda and purpose of training
• Schedule breaks.
• Answer the question well.

The most important aspect of a training session is the training content. Developing a training content is based on the audience analysis. The trainer must know the interest level of the audience in the subject. He should also know about the response to any such programme being conducted in the past to plan the content. If the trainees are forced into a programme by compulsion, then it is difficult to hold their interest for a long time.

In order to conduct a training programme, the trainer must collect all the material that address the goals of the session and read whatever material is available. The trainer must know the kind of resistance he will get from the trainees. He should empathise with the trainee and anticipate his/her problems so that he/she can be ready with all the necessary answers.

If implemented, “train the trainer” concept can give better dividends to the organisation and results in a workforce which can deliver to meet the expectations of the patients.

The writer is senior manager-HR & Administration, Dr L H Hiranandani Hospital Mumbai.

Email: Gupta_ankush11@hotmail.com