Planning a training meeting

Assessing needs

I t’s important to identify needs before you implement a training solution. Needs assessments can be done in a variety of ways, including surveys, focus groups, interviews, tests, and direct observation. Consider your audience’s experiences, knowledge levels, and any performance gaps when conducting a needs assessment. Use this information to refine the agenda to meet participants’ needs.

Training the trainer

The training leaders for a particular meeting will likely have different backgrounds. Preparing them for their assignments will ensure they deliver uniform and consistent training. At the trainers’ session

• Clearly explain the upcoming meeting’s purpose
• Review the agenda and logistical considerations
• Discuss training techniques and methods
• Practice sessions, and provide feedback to the trainers
• Identify reference and background materials that can help training
  leaders prepare

Setting an agenda

RI provides sample agendas in all the leaders’ guides based on the topics and learning objectives recommended for each meeting by the Board or Trustees. Modify the agenda, eliminating or adding sessions as needed, to meet the your participants’ needs. 

Arranging the room

The way a room is arranged can encourage group discussion or foster team-building. Select a room set-up that best corresponds to the meeting’s training goals, number of participants, program content and visuals, and instructional aids or materials. Scheduling training meetings early will create more options for selecting the most appropriate venue.

Promoting attendance

When promoting a training meeting, be sure to inform Rotarians a few months in advance. Use community and Rotarian resources, such as newsletters and Web sites, to communicate what will be covered at the meeting, and work with fellow leaders to build interest and enthusiasm among your potential participants to increase attendance.

Using publications

Most RI publications are revised once every three years. Because of this revision schedule, some information may be out of date. Review the publication, and update information as necessary using this Web site, The Rotarian, regional magazines, and other resources.

To determine a publication’s last revision date, check the code line printed on the front or back cover. For example, the code line for the District Training Manual is 246-EN—(307), which tells you that the publication number is 246, the language is English (EN), and the last revision was in March 2007 (307).

Evaluating

The only way to be certain that your training program achieves its objectives is through evaluation.

Consider Kirkpatrick’s Four Levels of Evaluation for training when making your evaluation plans for the training session:

1. Reaction: Measures the level of satisfaction with the program itself.
2. Learning: Measures skill, knowledge, or attitude changes through testing, skills practice, simulations, and group evaluations
3. Behavior: Focuses on behavioral changes in a real-life setting – that is, how participants apply what they’ve learned in the classroom to the workplace
4. Results: Measures the business impact of the training, including the quality and speed of work, along with time, cost, and customer satisfaction

Many organizations now also use a fifth level of evaluation, return on investment. This level compares the money invested in a training program with the benefits accrued as a result of the program.

Developing a budget

When developing a budget

• Base it on anticipated revenues (e.g., registration fees) and estimated expenditures (e.g., venue rental)
• Use figures and expenses from previous district training meetings as a guide
• Keep variances to a minimum to avoid a deficit
• Determine who will manage the meeting’s funds and who will ensure that all funds are handled with transparency and according local laws (these duties should go to two separate individuals)