The Problem with “Train the Trainer”
“Train the Trainer” is a widely adopted approach in corporate learning and professional development. The idea is simple: train a group of internal employees to become trainers themselves so they can cascade knowledge throughout an organization. In theory, this should be cost-effective, scalable, and sustainable.
In reality, it rarely delivers the intended results. Organizations invest heavily in training trainers, yet they often find that knowledge transfer is inconsistent, engagement drops, and long-term impact is minimal. So why doesn’t it work?
The False Assumptions Behind Train the Trainer
1. Being an Expert Doesn’t Make You a Good Trainer
Most “train the trainer” programs assume that subject matter experts (SMEs) can be transformed into effective trainers with a few workshops and resources. However, being knowledgeable in a topic does not automatically translate into the ability to teach it well. Great trainers possess a unique combination of instructional design skills, facilitation techniques, and audience engagement strategies—skills that are often underestimated.
2. One-Time Training Does Not Create Long-Term Trainers
Many train-the-trainer programs are short-term, often consisting of a one-time workshop followed by a set of PowerPoint slides. This does not provide enough time for new trainers to develop their skills, practice delivery, and receive feedback. Without ongoing development, most trainers revert to simply lecturing rather than engaging participants effectively.
3. Lack of Accountability and Reinforcement
Once the initial training is over, organizations often assume trainers will go forth and deliver high-quality sessions. However, without ongoing coaching, assessment, and accountability measures, the quality of training degrades over time. Trainers who do not receive continuous feedback and support struggle to maintain their effectiveness.
4. The “Watered Down” Effect
Each time training is passed down through multiple layers of trainers, it gets diluted. The original intent, context, and nuances of the content can be lost as trainers put their own spin on the material or fail to understand key concepts themselves. This results in inconsistencies and gaps in learning.
5. Employee Trainers Have Competing Priorities
Most internal trainers are not full-time educators. They have their primary job responsibilities and are expected to train on top of their regular workload. This leads to rushed preparation, lackluster delivery, and a general lack of motivation to refine their training skills.
What You Should Do Instead
1. Invest in Professional Trainers
Instead of trying to turn employees into trainers overnight, invest in professional facilitators who have the expertise and experience to deliver engaging and effective training. If internal training is necessary, work with professionals to co-facilitate or mentor internal trainers over a longer period.
2. Focus on Coaching Rather Than Training
Rather than training employees to deliver structured presentations, shift toward coaching and mentoring. Coaching allows for individualized learning, real-time problem-solving, and better knowledge retention.
3. Use a Blended Learning Approach
Relying solely on in-person training sessions is outdated. Instead, blend e-learning modules, interactive workshops, peer discussions, and real-world application exercises to create a more dynamic learning environment.
4. Create a Continuous Learning Culture
Instead of viewing training as a one-and-done event, build a culture of continuous learning. Encourage knowledge-sharing sessions, provide access to learning platforms, and incentivize ongoing professional development.
5. Provide Continuous Support and Feedback
If internal trainers are necessary, they should receive ongoing coaching, performance assessments, and support. Recording sessions for review, setting up peer feedback loops, and providing additional learning opportunities can significantly enhance their effectiveness.
Conclusion: Stop Relying on a Broken Model
“Train the Trainer” is a well-intentioned but flawed approach. It assumes that a quick session can transform employees into educators, but real-world experience proves otherwise. Instead, organizations should focus on hiring skilled trainers, fostering a coaching culture, and investing in ongoing learning to ensure knowledge transfer is meaningful and sustainable.
If your organization has been relying on train-the-trainer, it’s time to rethink your approach and invest in learning strategies that actually work.
