Trainer Checklist

Here is a brief checklist to consider as you plan and prepare for your training.

Admin Basic Training 

• petty cash
• Show all files ( Teachers attendance register , Student attendance register , Employee interview Booklet , Teachers interview Booklet , visiting form , admission forms)
• Printer settings
• How to upload data in a drive
• Important numbers
• Camera settings
• How to arrange files and books
• website
• chairs Arrangement 
• drawers , stationary

Note :  Save all work in a google drive and don save in a computer desktop.

Admin Advance Training

• How to  (update time table , student portion, payment entry , take exams , employee attendance)
• where to save all important documents and which drive should use by the admin
• How to record interviews of candidates and upload the videos in one drive
• How to talk to the parents regarding lectures and complaints
• CRM
• How to handle employees grievance  
• How to co-ordinate with teachers
• How to follow the Parents enquiry (what  to say )
• How to calculate teachers payment
• How to co-ordinate with other employees of the other center 
• What to put in the notice board 
• How to email regarding important information
• How to check the complaints
• How to send the invoice to parents 
• Courses
• Mathpix

Provided Training Tools

Email id & drive | Mobile phone | links | Note Book | Important staff & Teachers Number | Student &  Parents Number | I-Card

Note : Please clear the checklist before giving them joining Take a trainee's signature and Note the date at the end of the training. To help you remember, jot down all of the points on the checklist in a notepad.

Training Points 

1. Basic Introduction of an employee.

2. Introduction of Agarwal Classes.

3. CFL Course overview.

4. Counselling Start point. 

5. Counselling Midpoint.

6. Counselling Closing.

7. Fees Structure.

8. Fees Installation Process.

9. Admission  fees  Transaction.

10. Admission form fill up

11. which require documents of students.

12. Agarwal Online System Overview.

13. Calling Data Overview.

14. How to save photos / data in google drive and other usage of google drive.

Evaluating Training

Introduction

Every year organizations and individuals spend literally billions of dollars on training and education programs. However, experience has consistently shown that little time or expense is paid to evaluating the effectiveness of the training that has taken place. 

• Did the training program work? 

• Was it worthwhile? 

• Did the results justify the investment? 

As the training cycle below illustrates this is a pivotal part of all training programs. 

This guide will help you as a trainer to evaluate the effectiveness of your training programs and support you in your discussions with your contracting clients whether they are within or outside your organization.

The Training Cycle

Feedback

When we look at the evaluation of training we must first understand the role of feedback. Quite simply feedback is the process of giving information to learners, to assist them to learn more about themselves, the subject matter and the effect that their behavior has on others.

Constructive feedback will help learners to progress towards their learning goals. Feedback can be positive or negative and if introduced correctly it can be extremely constructive.

• Positive feedback is feedback that you provide learners to recognize a task well done. 

• Negative feedback on the other hand is provided to highlight some behavior that requires action on.

Guidelines for constructive feedback include:

• Ensure that the feedback is clear and focuses on the behavior and not the personality of the individual

• Don’t give too many messages as it can confuse the learner

• Ensure that you create enough space for the feedback or evaluation to take place

• Don’t be over negative

• Start and end the feedback on a positive note – ‘room for improvement’

Discussion Questions

1. Why is it important not to be over-negative?

2. Why is it important to create enough space for feedback?

3. What other factors do you think contribute to effective constructive feedback?

Evaluation

Most evaluations of training within organizations fall within three broad categories. These are

• Context – Evaluations within or just after the learning event

• Input – Evaluations focused on the resources used to meet the learning event (e.g. content, methods etc)

• Output – Evaluations of the immediate, intermediate and ultimate outcomes of the learning event

Training professional usually distinguish among four levels of training evaluation, which were first published by Donald L. Kirkpatrick in (1959) 

Four Levels of Training Evaluation

The trainer evaluates training by employing a wide range of information. As a trainer you should try to collect this information from every aspect of the session. Tools that will help you collect this information include:

• Questionnaires

• Interviews and Group Discussion

• Learning Diaries

• Attendance and Punctuality Data

• Assessment Results

• Why Individuals Are Attending the Course

• Supervisor Reports

• Productivity Benchmarks

Reactions

The trainees’ reaction to training are very important – most of all to the trainees and the trainer. During the course of the training program these reactions tend to vary and that needs to be recognized by the trainer. The most popular approach to collecting these reactions are questionnaires with rating scales. This can also be supplemented by interviews and informal discussions during the course of the training program and through follow-up contact with the participants.

Participant reaction criteria include:

• Content –  quality, quantity, relevance, level

• Style – pace, format, accessibility of language, interactivity, flexibility

• Media – variety, clarity, readability, user friendliness, stimulating

• Personnel – presentation, motivation, fit for purpose, commitment, expertise, professionalism, commitment

• Location – fit for purpose, comfort, access, refreshments, facilities

• Timing – in relation to external and internal events

At the end of this document we have supplied you with a number of reaction questionnaires that you are free to employ and modify within your training sessions.

Learning

As the primary goal of training is to transfer knowledge, skills and abilities it is no wonder that this is one of the most important parts which needs to be evaluated.

The first place to start is with the learning objectives associated with the course. These also represent the first step in the design and content of a training course. Learning objectives should have three components:

1. They must be terminal in nature. To illustrate, they must specify what kind of behavior can be used as evidence that the participant has achieved the objective.

2. They must define the behavior in terms of the kind of conditions the behavior will be expected to occur.

3. The accepted performance criteria that the participant must perform.

In this sense, evaluation in terms of learning objectives becomes a matter of condition. To illustrate, if the objective was to understand conditions necessary for change then the evidence would be a test to whether this understanding existed.

It is important to remember that if the participant does not reach this learning it is the training system that has failed and not the trainee. As a result it will need modification to enable the participant to achieve the learning objective.

Transfer to The Job

Within work environments it is always essential that the skills and knowledge acquired are transferable to the job behavior.

In this situation the objective of the training is to transfer or result in a change of job behavior. The measurement of this change can be difficult especially when the training undertaken relates to the development of a number of skills towards application within a number of setting. This stated, it is not an impossible task.

In such situations, it is important to work closely with the contracting individual (e.g., manager) to ensure that effective measurements/markers are in place. Supervisor reports are used predominately to assess this level of learning.

It is important to highlight that participants must be provided with the opportunity to employ the skills and behaviors developed during the course. In the absence of this opportunity, evaluation results become redundant.

Organizational Impact

By far the most challenging aspect of evaluating training is within the area of organizational impact. However, this is also the most important to the organization. To illustrate, most training initiatives are designed to deliver an increase in production/profitability or reduction in some cost area.

Organizational impact areas can include:

• Quality or Quantity of Production

• Absenteeism

• Turnover

• Operation Costs

• Health & Safety

• Work Attitudes

• Work Methods

It is a challenge to identify with certainty that the impact on the organization was as a direct result of the training intervention. However, by working closely with the organization it is possible to attribute areas of impact and assign the ultimate value of the training. The measure of ultimate value to the organization refers to how the organization has benefited from the training in terms of increased profitability, survival or growth. Return on investment measures can also greatly support any findings through the collection methods highlighted earlier in this training evaluation guide.

What Issues Should Be Evaluated?

The following table will assist you in determining what issues should be identified and assessed during any training evaluation. These items will also help you within the design and implementation of your training programs.

*adapted from Garavan, Costine & Heraty (1997)

Timelines For Evaluation

As you design you evaluation strategy it is important to recognize the timelines for your evaluation. The following will help you deploy your evaluation and training program effectively.

*adapted from Garavan, Costine & Heraty (1997)

Who Should Be Consulted During A Training Evaluation?

In most organizations, evaluations tend to focus on the participants and their reactions to the training event. However, to evaluate all levels of evaluation outlined earlier in this guide, the following need to be consulted.

• Sponsor (Senior Management)

• Providers (Trainers)

• Participants

• Line Managers/Supervisors

Remember - the more that are involved, the greater accuracy of and buy-in to the results of the evaluation.

Your Evaluation Strategy

The last aspect to consider, is what evaluation strategy best suits your organization or the organization where the training evaluation will take place.

*adapted from Harrison (1992)

The table above will help you choose the appropriate training evaluation approach.

On the next pages we have provided you with a sample evaluation form that you can use as part of your training session. Remember that this form can be edited to meet the exact and unique requirements of your course.

SAMPLE EVALUATION FORM

Name___________________________________

Job Title___________________________________

Department___________________________________

Name of Course___________________________________

Date of Course___________________________________

Instructors Name___________________________________

Did the course meet your objectives? 

YesNo (please circle your answer)

Please explain your answer:

_______________________________________________________

_______________________________________________________

_______________________________________________________

_______________________________________________________

_______________________________________________________

_______________________________________________________

Coverage of the Topic (please circle your answer)

Excellent     5   43     2     1     Poor

Comment

_______________________________________________________

_______________________________________________________

_______________________________________________________

Organization of the Course Material (please circle your answer)

Excellent     5   43     2     1     Poor

Comment

_______________________________________________________

_______________________________________________________

_______________________________________________________

Relevance of the Course Material Used (please circle your answer)

Excellent     5   43     2     1     Poor

Comment

_______________________________________________________

_______________________________________________________

_______________________________________________________

Use of Practical Examples (please circle your answer)

Excellent     5   43     2     1     Poor

Comment

_______________________________________________________

_______________________________________________________

_______________________________________________________

Level of Difficulty (please circle your answer)

Too Difficult     5   43     2     1     Too Easy

Comment

_______________________________________________________

_______________________________________________________

_______________________________________________________

Length of Course (please circle your answer)

Too Long     5   43     2     1     Too Short

Comment

_______________________________________________________

_______________________________________________________

_______________________________________________________

Facilities (please circle your answer)

Excellent     5   43     2     1     Poor

Comment

_______________________________________________________

_______________________________________________________

_______________________________________________________

Suitability of Trainer (please circle your answer)

Excellent     5   43     2     1     Poor

Comment

_______________________________________________________

_______________________________________________________

_______________________________________________________

Quality of Handouts (please circle your answer)

Excellent     5   43     2     1     Poor

Comment

_______________________________________________________

_______________________________________________________

_______________________________________________________

Quality of Overheads (please circle your answer)

Excellent     5   43     2     1     Poor

Comment

_______________________________________________________

_______________________________________________________

_______________________________________________________

checklist of Manager

How to check student problem ?

How to appoint Teacher and check their Performance ?

How to check Counselor Performance through CRM ?

Secondary Audience

This section of your target audience is your secondary audience. These are buyers that don’t fit your primary audience but they could still convert with the right content.

• Demographics:  gender, age, ethnicity, industry, job, income.

• Psychographics: values, beliefs, habits, hobbies & more

• Challenges: what struggles are they facing every day?

• Pain Points: what is happening in their life that our organization can fix?

• What Drives Them to Purchase Our Product: what do they need to see from us that would convince them to buy from us?

• Where Do They Find Their Information: internet, newspapers, ads, commercials, etc.

• What Type of Content Do They Prefer: blogs, e-books, videos, social media posts, etc.