1 Training Skills Roles of a Trainer What a Trainer Should Do Well Feedback & Evaluation

2 Your Roles as a Trainer

3

4 Planning Role designs the learning experience

5 Expert Role transmits information

6 Instructor directs the learning situation

7 Facilitator Helps the group to get to an agreed endpoint and helps learning take place

8 Resource Person Provides materials & information

9 Model Role Models or influences behavior & values

10 Co-Learner learns along side the trainee

11 What a Trainer Should Do Well Understands basic teaching methods and applies this knowledge Communicating Facilitating Presenting (separate sessions)

12 Communication “Communication is an exchange, not just a give, as all parties must participate to complete the information exchange.”

13 The Interpersonal Gap Model* A’s private intentions A’s observable actions B’s private interpretation s *Based on the work of John Wallen, PhD. Pass through filters and are transformed Into… Pass through filters and are transformed Into…

14 Age Birth Order Gender Marital Status Religion Organizational Role Education Work Background Income Family Norms What are YOUR filters? Ethnicity Physical Abilities Values Sexual Orientation

15 exercise

16 Why do we listen badly? Lack of interest Criticising speaker’s delivery Boring subject, prejudices Too long 100 things to do Hunger, or some other discomfort Distractions/noisy environment

Your Communication Style To use your communication style better, or to adapt it to different audiences, understand your style and its impact

18 Who is a Facilitator? A person who helps a group to work together in a collaborative way, by focusing on the process of how the group members work together Helps the group to get to an agreed endpoint and helps learning take place (both for the group and for individuals within it)

19 Styles Available to a Facilitator Authoritative Directing Informing Confronting Facilitative Releasing tension Eliciting Supporting

20 Questioning Facilitator uses questions to help a group identify, explore, clarify and develop their understanding, and also help them decide what to do

21 Understanding Group Dynamics Johari’s Window

22 Johari Window

23 Increasing Open Area thru Feedback

24 initial stage OPENBLIND HIDDENUNKNOWN Figure 1: Small Green Window Pane

25 application in leadership To expand Leadership (Green area) you have the Red and Yellow Pills to offer The Red Pill is disclosure and the Yellow pill is willingness to take in feedback. Leaders who do not disclose and do not take feedback, do not make very effective leaders.

26 OPEN ---> Ask for Feedback | \/ Disclose and Tell about Self in Public BLIND HIDDEN UNKNOW N Figure 2: Large Green Window Pane improved stage

27 What Type of Trainee are You?

28 The Monopolizer Takes up all the time with their own issues, making it difficult for others to participate Interrupts, fails to listen and generally dominates discussions

29 The Complainer Continually finds fault with everything Is not a problem solver, but a problem seeker

30 The Silent One Reluctant to participate

31 The Hostile One Makes confrontational remarks Attacks (verbal) other participants or the facilitator

32 The Negative One Dwells on complications, problems Avoids finding solutions or positive points

33 The Dominator Think they have all the answers, want to control the discussion Think they are superior to everyone else.

34 The Whisperer-Conspirator Has private conversations while the facilitator or others are speaking.

35 The Clown Uses humour to distract or put down others

36 The Prisoner Unhappy Restless In the session against their will

37 Feedback and Evaluation

38 What is it? Why do we do it? Feedback

39 (Formal) Evaluation

40 Results-Based Learning InputsActivitiesOutputsOutcomesImpact Efficiency Effectiveness

41 Level of Results LevelsDescriptionResult IReaction: What is the participant’s response to the training? Output IILearning: What did the participant learn? Output IIIBehaviour Change: Did the participant’s learning affect their behaviour? Outcomes IVOrganizational Performance: Did participant’s behaviour changes affect the organization? Outcomes VReturn on InvestmentImpact

42 Measures … LevelsDescriptionMeasure IReactionSatisfaction or happiness IILearningKnowledge or skills acquired IIIBehaviour ChangeTransfer of learning to workplace IVOrganizational PerformanceTransfer or impact on society

43 Evaluation Tools Daily Feedback Session Feedback End-of-Course Evaluation Post-course Evaluation Research

44 UNITED NATIONS SIAP PARTICIPANTS SIAP’s Evaluation Framework Course Plan Diagnostic Test Grading Sheet Topics/Lessons Exams/Tests Pre-Course Expectation After-Course Evaluation Evaluation Forms Course Evaluation Directives for Training Organization Education Strategy GOVERNING COUNCIL Program of Courses Program Evaluation Strategy Evaluation Strategic Plan Alumni Survey Clients Survey Course Info Request SENDING NATIONAL STATISTICAL ORGANIZATIONS