Train-the-trainer initiatives are programs that equip people with the training skills necessary to deliver content in a live or virtual classroom setting. Often these training programs are offered to subject matter experts (SMEs) who are tasked with training on subjects in their field of expertise. Other times, training development is offered to experienced trainers who may be facilitating sessions on content new to them such as new technologies, a change management initiative, or a fresh sales program.

Research indicates that the shelf life for skills may be five years or less. We are in a cycle of near constant upskilling and reskilling of the workforce. Train-the-trainer programs equip trainers and instructional designers with the skills they need to provide effective training sessions and learning experiences to employees.

L&D professionals must keep their knowledge and skills updated to stay relevant and ensure their work creates desired impact among employees who are adult learners. Delivering effective and engaging employee training is an art and a science. It isn’t simply about putting someone in front of a classroom to facilitate or show a person how to do something. Training effectiveness results from a process that begins well before the course starts and extends beyond the end of it.

Instrumental to the success of a train-the-trainer program is selecting the correct person to act as the facilitator or instructor. This person must be an expert on the content and on designing training, and also be well-respected, experienced, patient, and passionate.

What Makes an Effective Trainer?

Train-the-trainer facilitators also need to have strong leadership skills, communication capabilities, exceptional listening skills, and emotional intelligence, according to the TDBok™ Guide, Talent Development Body of Knowledge, second edition. In addition to these interpersonal skills and their subject matter expertise, trainers teaching other trainers need to understand adult learning principles and be able to engage learners.

In train-the-trainer workshops, participants learn an array of professional training techniques, best practices, and activities that they can employ to help the individuals they will be training understand and retain information. Course participants also may receive information on ways to harness the technology that is critical to how we work and learn today. To have the desired impact during a train-the-trainer program, facilitators will design a course with material that is relevant to the learner.

Understanding Behavior Change and Organizational Impact

Train-the-trainer programs create cohorts of internal trainers that have the advantage of understanding organizational culture and influencers. This can be important when behavior change is desired. Behavior change goes beyond the learner themselves; the ecosystem in which the learner works is also a factor. Is the manager supportive? Is there an opportunity to practice what one has learned? Further, the trainer must understand why training makes an organizational impact.

A train-the-trainer model expands an organization’s training capacity and therefore the reach of L&D initiatives. This can save money on external trainers, upskill an organization’s staff more quickly, and lead to consistency in training. The process also promotes peer-to-peer learning.

Finally, an internal SME-turned-trainer understands the organization’s culture and potential roadblocks the learner may encounter when trying to apply their new knowledge and skills on the job. For the initial expert trainer, who now has a cadre of other trainers, the freed-up time can be used to serve as a business consultant on other departmental development needs, thus adding value to the entire organization.

Taking part in a train-the-trainer program also might be a stretch goal for some employees, helping them share information on a topic they love. They can serve as a resource post-training, either to the course participants or to that individual’s manager, by offering guidance on how to put the learning into practice, such as via a learning plan.

To build a train the trainer program, it is critical to take into consideration what the participant needs to know to perform well on the job—both the technical expertise and the soft skills. The ATD Training Cycle is a four-step process that trainers can use to prepare for and to facilitate a train-the-trainer course. It comprises:

• Purpose and assessment

• Planning and preparation

• Presentation and facilitation

• Performance and evaluation

Purpose and assessment is about understanding why the training solutions are needed and how they connect to the organization. This is done through a needs assessment. During this phase, a trainer also will decide upon the method by which to measure what post-training success looks like—that is, are learning objectives being met and are the learned skills being applied by the employees on the job? According to ATD’s Talent Development Capability Model, knowledge of needs assessment approaches and techniques are part of the instructional design knowledge and skills within the developing professional capability domain.

Planning and preparation allows trainers to ensure that they have a full grasp of the material they are covering during the course. Having this depth of knowledge will inspire confidence from the participants. This phase also means understanding the flow of the program and activities planned for the course:

• Do you have enough time to cover all the material?

• Will the material as presented be in a logical sequence for learners and are there appropriate transitions between section material?

• Do you know when you will take breaks?

• Are activities timed in such a way to keep learners engaged and get them up and moving to avoid an afternoon slump?

Additionally, planning and preparation include the logistical elements of the training course: classroom setup; food and beverages, if appropriate, and meeting any dietary requests of participants; additional space if you need it for break-out activities; and making sure accommodations are accessible. For online courses, consider breakout rooms, whether job aids are needed for participants with respect to the technology that will be used, and accessibility, such as having instructions closed-captioned.

The presentation and facilitation phase is about your training techniques. Will learners understand your stories and references? If some participants are not native speakers of the language in which you’re delivering the training, for example, they may not relate to the content you’re using to make your point. Can you manage a participant who doesn’t want to learn and is disruptive of the learning of others? Will learners enjoy small team activities? Is self-reflection a better activity to utilize? Are you facilitating in a hybrid environment where some people are in a classroom and others are online? You want learners engaged and energized as well as understanding the content you’re covering.

Performance and evaluation is where you determine whether all your work has been successful. This goes back to the purpose and assessment phase where you outlined what successful completion of the course would look like. What data or insights do you need to collect to determine if you have achieved it?

Even seasoned trainers can benefit from creating a written plan for their training programs, which they can check and review during the event.

Research shows that training and development programs done well correlate to higher levels of employee engagement and retention. Job candidates who are looking for employers of choice say that learning opportunities are a benefit they highly value. Facilitators and trainers with high quality training skills can elevate the employee development experience.

ATD’s Effective Trainers: Traditional and Virtual Classroom Success research report shows that high-performing organizations are more likely to invest a greater amount in their trainers and the training function. Train the trainer programs can be a catalyst for organizations to not only scale but greatly improve the efficacy of the L&D function by ensuring that all facilitators are delivering effective training sessions.

Since our founding in 1943, ATD has been committed to helping talent development professionals excel in their roles. We provide trainers with the tools and knowledge they need to succeed by curating the best practices and insights from the world’s top experts. ATD empowers trainers to stay ahead of the latest training techniques and technologies, ensuring they can deliver impactful learning experiences.

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