Trainer To Consultant - An Imperative?
SMT
Training as a Profession is fast gaining a lot of attraction, thanks to the emphasis that organizations across the world are giving to the Learning and Development of their employees. With large amounts being spent on the Training process, Organizations are having a number of process control methods being put in place which are being put in place to make sure that the Trainer and the Training that he/she delivers are having the desired impact/ results. While in the past most of the Training was done, more from a compliance perspective (which is essentially meet some vague targets of x numbers trainer or y number of man-hours), the need in today's environment has become more of business and result orientation. Some of the key questions that Organizations are asking their Trainers and the training's they conduct are
Have the business goals been addressed by the Training inputs
What business level impact either direct or indirect can a specific or series of training provide
Are organization and individual specific issues being addressed through the process of Training
What is the return that the organization can have on the Training (ROTI or Return on Training Investment)
Are the Training needs helping the employee move the employee across the competency table (Specific Training Needs Convergence Index)
And more of such critical questions
One look at these questions, and it becomes obvious that the Trainer needs to morph and move up the value chain, and needs to become a Learning or Training Consultant. While at a macro level, the change may look more to do with semantics, the real issue is the need for the trainer to don a larger role. While his excellence in designing the training program and delivering it will continue to be the important thing, there is and shall be greater onus on him/her to
1. Understand the business dynamics,
2. The inter connects of his training with that of other development activities
3. Application linkages to work and business results
4. Measure the impact of the training in monetary terms
5. Work closely with the clients HR to make their L&D efforts purposeful
This transition is no longer a luxury for the trainer, but a survival necessity. More and more organizations are requiring that Trainers are able to adapt themselves to these changing needs.
