Strategies to Transform From a Trainer to a Workforce Educator

Corporate training has tremendous curso de milagros to promote learning in organizations. There are two primary elements that are responsible for how much potential is realized within the corporate training classroom, and those elements are the materials provided and the method of delivery. An instructional designer, or someone in a similar role, can develop engaging materials but if the delivery is not well executed, the training will not be as effective as it could. In contrast, if the training materials have not been designed in the most engaging manner, or the material is technical in nature, it is the trainer who can still create positive classroom conditions that are conducive to learning.

There are two types of trainers that can be found within organizations that choose to invest in learning and development. The first is a trainer who adequately delivers the required training materials and meets the minimum requirements for their role. The other type is a trainer who has evolved into someone who has a much greater impact on the learning process within a training classroom, a trainer who has transformed into a workforce educator. While it may seem that both are performing the same function, and to some degree they are because they work with the same materials, one disseminates information and the other brings the class to life and connects the information to participants in a meaningful manner. Becoming a workforce educator does not happen automatically and requires making a conscious decision as a trainer to improve upon existing skills, acquire additional knowledge, and develop new instructional strategies.

The Work of a Corporate Trainer

In general, a corporate trainer will view training from an outcome-based, task-oriented perspective. Participants are required to attend assigned classes and their willing compliance is expected. The role of a trainer involves preparing to instruct participants for what they are expected to learn or complete by the end of the class, whether it involves acquiring new knowledge or developing new skills. They also understand that the primary responsibilities for their role include providing materials, giving instructions, showing processes and procedures, and answering questions. A trainer knows that the learning objectives or outcomes, whether or not they have been directly involved in developing them, determine what must be accomplished and the final results at the end of the class are somewhat within their control since they demand involvement but they cannot force participants to learn.

Of course there are certainly exceptions to this general rule and there are trainers who have taken workshops and classes to advance their knowledge of corporate training methodologies and processes; however, someone who holds a task-centered view of learning still fits within the typical definition of a corporate trainer. Professional development is available through a variety of resources, which includes professional associations devoted to this field. However, professional development requires more than a membership to an organization or group, it must also involve a genuine interest in the growth of the trainer’s own skills. It is easy to believe that if classroom observations and/or performance reviews are adequate, and students respond in a mostly favorable manner to the training instruction, that no further learning and development is needed. That belief only sustains a trainer’s current role and mindset, which can limit their future potential.

Corporate trainers may also be called facilitators or instructors. The words instructor and trainer are generally thought to have the same meaning and they are used interchangeably. Some organizations refer to their trainers as facilitators as it suggests that a trainer is guiding the class rather than leading the process of learning. While that is certainly possible, taking this type of approach still requires advanced instructional experience and strategies, which would change the role of the trainer beyond someone who delivers materials and expects that participants will comply with their instructions. Unless a trainer has acquired advanced knowledge of adult learning and pursued their own professional development, what they are usually most skilled at is the art of corporate training.

What it Means to Be a Workforce Educator

The word facilitator is really not enough to adequately describe a trainer who has transformed from someone who delivers information to someone who educates. A corporate classroom is still going to be instructor-driven, given the nature of how most training occurs, which means the instructor is going to do something more than facilitate a process. Unless students are given the materials in advance, allowed to prepare for discussions before the class begins, and given an opportunity to demonstrate what they have learned through written projects, a trainer is going to do more than guide the participants – they are still going to lead and direct the class. However, what can change the process of corporate training is a trainer who has purposefully transformed and become a workforce educator.