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1 – 10 of over 14000The first article in this series outlined a range of options which the social skills trainer has when deciding how to design and run his training programmes. We also emphasised…
Abstract
The first article in this series outlined a range of options which the social skills trainer has when deciding how to design and run his training programmes. We also emphasised that there was no need for the trainer to attach himself too rigidly to one approach and that during a single training event he could give his course members the opportunity to learn through ‘thinking’, ‘doing’ and ‘feeling’. The second article concentrated on the crucial nature of feedback in social skills training, exploring different types of feedback and looking at the different ways in which it could be given. This third and final article describes the skills which the trainer needs to acquire and develop, and looks at the responsibilities he is likely to have. The points we make apply particularly to the types of courses which are based largely on a ‘feelings’ approach and which in broad terms are concerned to examine the nature of the relationships between the course members. However, we believe that the article will be of interest to anybody who has an interest in social skills training.
“Articles have been written, and will continue to be published, about the variety of methods and techniques available to the trainer and the new technologies which relate to the…
Abstract
“Articles have been written, and will continue to be published, about the variety of methods and techniques available to the trainer and the new technologies which relate to the job he must perform. Insufficient attention has been given to the trainer — the trainer as a person. We must devote more of our energies to the consideration of what we expect of this person we call a trainer if the development of manpower resources is to achieve the purposes which are essential in an industrial society.”
Trainers are no longer mere providers of activities; their role is increasingly to add value to organizational learning as the foundation for future competitiveness. However some…
Abstract
Trainers are no longer mere providers of activities; their role is increasingly to add value to organizational learning as the foundation for future competitiveness. However some trainers may feel inadequately empowered to do so. This paper considers how the attitudes, feelings, and experiences of three trainers affected their role of change‐maker, within one particular training program. These issues were explored through a questionnaire completed at the end of the delivery cycle. The results suggest more account of trainers’ belief systems may be necessary if change management objectives are to be credibly and consistently achieved. As such employers, managers, and peers, as well as the individual all have a part to play in enabling trainer empowerment as a bedrock for organizational change‐making, but strategies must take account of the cultural environment within which the organization is located.
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Many articles have been written in recent years on trainers' roles. However, much of what has been written was often prescriptive. Besides, the suggestion has often been made that…
Abstract
Many articles have been written in recent years on trainers' roles. However, much of what has been written was often prescriptive. Besides, the suggestion has often been made that trainers need to operate as change agents within their organisations. Yet, only in very few instances had there been serious attempts to look closely into the prescription of a change agent role and the varying realities which confront trainers within their organisations. Even then such studies have been limited to the developed countries of Western Europe and America.
Being effective is more than just having good ideas. You've got to be able to put those ideas into practice and, more important, those ideas must be relevant to the needs of the…
Abstract
Being effective is more than just having good ideas. You've got to be able to put those ideas into practice and, more important, those ideas must be relevant to the needs of the organisation. In this company, the previous approach to training was highly programmed. Courses were scheduled in a number of topic areas, nomination forms sent out, participants registered and trainers booked. It was so highly programmed you could tell which participant was doing what particular session on which course at any given moment. This was a successful approach but times have changed. We now need trainers to become more actively involved in helping and supporting line managers. In trying to put across this view, I came across some resistance, particularly from my immediate boss. I recognised that I had to start playing the politics game. I was able to set up an informal relationship with the chairman, who although not supporting my approach in writing, took every available opportunity to support it verbally. But this was not until I had demonstrated the relevance of my approach by talking in the language of the business, for example, costing out training activities and showing that they could be cost‐effective. My aim was actively to convince managers about the real value of training by demonstrating actual situations where training would have saved the organisation money. For example, I have collected statistics about the cost involved when company engineers lost time due to inadequate knowledge of new products when servicing equipment. It's taken me several years to convince people that the approach is relevant to the situation we are now facing, but I think I have got there.
Within a context of trainer training, examines a powerful exerciseto encourage trainers to reflect on their role and effectiveness withintheir organizations. Describes how…
Abstract
Within a context of trainer training, examines a powerful exercise to encourage trainers to reflect on their role and effectiveness within their organizations. Describes how participants are asked to draw a “picture” of the “ideal trainer”. Symbols, images and metaphors can be very illuminating in helping us deal with complexity and to communicate our thoughts and ideas. Illustrates three versions of the “ideal trainer” and explores how the images and symbols used can facilitate highly pertinent discussions on trainer development. Links can be more readily made to current models of trainer role and to the ongoing debate about “competences” and attention focused on how best to equip trainers to intervene effectively within their organizations. Using images and symbols to depict the ideal trainer, trainers and trainee trainers are better placed to see where they are and how they could develop.
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Rebecca Dei Mensah, Raphael Papa Kweku Andoh, Dorothy Amfo-Antiri, Emmanuel Essandoh and Stephen Tetteh
This study aims to examine the mediating role of trainer preparation in the effect employee trainer self-efficacy has on trainer performance.
Abstract
Purpose
This study aims to examine the mediating role of trainer preparation in the effect employee trainer self-efficacy has on trainer performance.
Design/methodology/approach
Using a census, data was collected from internal employee trainers in two universities in Ghana. In testing the hypotheses, a structural equation modelling based on 10,000 bootstrap samples was used, and the BCa confidence intervals were used to establish the significance of the hypotheses.
Findings
This study revealed trainer preparation as a complementary partial mediator in the effect trainee engagement self-efficacy and instruction self-efficacy had on trainer performance. In addition, the importance–performance map analyses demonstrated that the factor with the most importance in the model was instruction self-efficacy, yet it was not the highest-performing factor.
Originality/value
This study highlights the mediating role played by preparation in the effect of trainer self-efficacy on trainer performance. In addition, it adds to the dearth of studies that focus on employee trainers while at the same time using data from the trainers themselves.
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This study examines the implementation of a community-level Sustainable Broadband Adoption Program (SBA) under the Broadband Technology Opportunities Program (BTOP), a national…
Abstract
Purpose
This study examines the implementation of a community-level Sustainable Broadband Adoption Program (SBA) under the Broadband Technology Opportunities Program (BTOP), a national public policy program meant to expand broadband deployment and adoption under the American Recovery Act of 2009, and administered by the National Telecommunications and Information Administration (NTIA) at the U.S. Department of Commerce. The California Connects Program (CC) was administered by the Foundation for California Community Colleges (FCCC).
Methodology/approach
This chapter focuses on one part of CC’s efforts to expand broadband adoption among the most underserved Californians through collaboration with the Great Valley Center (GVC). CC-GVC provided basic computer and Internet classes to disconnected populations with low-literacy levels, and primarily in Spanish, through community-based organizations, public schools, public libraries, small businesses, and others in the Central Valley, an 18 county rural region with a high concentration of digital destitute populations. The program worked with under-resourced local community institutions with a range of poor technology resources and that operated under variable set of social, economic, political, and institutional conditions. Through inductive, process-oriented, and explanatory case study research, the structure, strategy, and training approach of CC was examined. Content and theme analysis of primary and secondary qualitative and quantitative data involving the program’s leadership, direct service providers, partners, participants, and nonparticipants was conducted. This involved a sample of 600 in-depth and short, structured and unstructured interviews and focus groups, archival and participant observation notes.
Findings
It was found that CC-GVC was able to meet uncertainty and operated with low institutional resources and paucity of linguistically appropriate teaching resources for new entrants through a flexible leadership approach that adapted to the social situation and was open to innovation. Community technology trainers were also able to engage those without or little direct experience with computers and with low-literacy levels with a linguistically appropriate and culturally sensitive step-by-step teaching approach that empowered and met people where they are. The author expands non-adoption models to include structural barriers in the analysis of the disconnected. It is argued that non-adoption is a result of evolving inequality processes fueled by poverty and under-resourced community development institutions and that teaching and learning is a social and institutional process that takes trust and time.
Practical Implications
CC shows that even the most disadvantaged can be empowered to learn-to-learn to use computers and can begin to function online and gain benefit under the most extreme institutional and economic conditions, but it takes more time and resources than providers expected and the Recovery Act provided.
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Komal Khandelwal and Ashwani Kumar Upadhyay
This paper explores the management of emotions and emotional challenges that human trainees face when interacting with a robot or a humanoid trainer.
Abstract
Purpose
This paper explores the management of emotions and emotional challenges that human trainees face when interacting with a robot or a humanoid trainer.
Design/methodology/approach
This study draws on existing academic and grey literature on robot and humanoids-based training with algorithms, bots, and artificial intelligence (AI).
Findings
The study highlights the need for personalized feedback, clear communication, and the establishment of trust between the trainee and robotic trainer. The study discusses the strategies to manage emotions like anger, disgust, fear, happiness, sadness, and surprise that are experienced by human trainees.
Practical implications
The research provides an accessible summary of setting realistic expectations for the emotional experience of working with a robotic trainer to help manage expectations and reduce disappointment.
Originality/value
The managers in charge of implementing robotic training programs can provide education and resources to help individuals effectively manage emotions when working with a robotic trainer.
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Fay Rachel Sweeting and Terri Cole
Police training is in a period of transition, requiring new recruits to already have, or work towards, a policing degree. However, recruitment procedures have not significantly…
Abstract
Purpose
Police training is in a period of transition, requiring new recruits to already have, or work towards, a policing degree. However, recruitment procedures have not significantly changed in the past few decades. With psychometric testing commonplace in North America and Australasia to help ensure the right recruits are selected, this research seeks to understand if police trainers feel there is scope for a similar process in the United Kingdom (UK).
Design/methodology/approach
Twenty-five police training staff across four different police forces took part in a total of six focus groups to discuss views on this and other areas of recruitment.
Findings
Results indicated that police trainers are concerned about the quality and aptitude of recruits. Support was given for the introduction of formal psychometric testing to prevent unsuitable candidates from successfully joining and/or to give trainers better insight into the personalities of their students.
Originality/value
There was general concern from female trainers that the police environment new recruits entered still bore elements of covert sexism. Trainers' views on reforms to police recruitment, the implications of this and areas for future study are discussed.
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