How to Set Up and Run a Training Program Effectively

The Uncomfortable Truth About Training: It’s Not Them, It’s You

Training people is not just a “nice-to-have” skill—it’s a critical, foundational pillar of any organization that wants to thrive, especially in today’s fast-paced world. For anyone in a position of leadership, this is not a suggestion; it’s a vital part of your job description.

I’ve been in the trenches for most of my working life. From eighteen years old on, my career has been a mix of sales, recruiting, managing, and leading. But at its core, it has always been about one thing: training, coaching, and mentoring other people. This experience has given me a front-row seat to the internal workings of countless organizations, and what I’ve seen has crystallized one irrefutable truth.

Whenever I encounter problems with an organization or its people, it almost always leads me back to the same place. The root cause of failure, underperformance, and high turnover is not the individual employees. It’s the organization itself, and that dysfunction starts at the very top, with the leaders and their leadership team.

Ouch.

That’s a bitter pill to swallow, isn’t it? Nobody in a corner office wants to hear that their company’s struggles are a reflection of their own decisions and priorities. It’s so much easier to point fingers at the people on the front lines, to blame them for a lack of motivation, a poor work ethic, or an inability to “get it.” But the reality is, every single leader needs to look in the mirror. Because there, staring back at you, is the true source of almost every problem. The sooner you swallow that pill, the sooner real progress can begin.

Why Blaming Your People Is a Symptom of a Deeper Problem

Think about it. When a new hire struggles, when a veteran employee’s performance plateaus, or when an entire department is underperforming, the immediate reaction is often to question their competence. We see it all the time: “They just don’t get it.” “I don’t know if they’re a good fit.” “They’re not motivated enough.”

But let’s be honest. People need training. All people, in every organization, of every kind, period. Your employees aren’t born knowing your company’s systems, your culture, your sales process, or your specific way of doing things. They arrive with a certain skill set, but it is the organization’s responsibility to provide the map and the compass they need to navigate their role successfully.

When a company fails to provide a robust training program, it’s not a small oversight. It’s a fundamental failure of leadership. It’s an unspoken message that you don’t value your employees enough to invest in their success. It’s an abdication of your responsibility to set them up for victory. And in the absence of a clear, codified process, employees are left to fend for themselves, to learn through trial and error, and to invent their own, often inconsistent, ways of working. This leads to inconsistency, frustration, and, eventually, failure—which you then blame on them.

This isn’t just about morale; it’s about the bottom line. A well-trained workforce is more productive, more efficient, and more engaged. It leads to lower turnover, better customer satisfaction, and a stronger company culture. Conversely, a lack of training is a silent killer of productivity and a powerful driver of costly employee churn.

The Blueprint: How to Build an Effective Training Program

So, where do you start? The process is a cycle of assessment, development, implementation, and iteration. It’s a journey, not a one-time event, and it requires commitment from the top down.

Step 1: Conduct a Thorough Assessment

Before you can build anything, you must understand what needs to be built. Stop and assess what your people need to know and what skills they need to have to be successful in their roles. This isn’t just about the new hires; it’s about your entire team.

• Talk to your team. Ask them what they struggle with. What information do they wish they had when they started? What parts of their job do they feel unprepared for?
• Analyze performance data. Where are the bottlenecks? Are certain metrics consistently low? The data will tell a story about where the knowledge and skill gaps exist.
• Identify the non-negotiables. What are the absolutely critical tasks that every single person in a certain role must be able to perform perfectly?

Once you have this information, you can begin to codify it. This is the foundation of your entire training program.

Step 2: Develop a Comprehensive Instructor Guide (IG)

This is the central document that will guide all of your training efforts. An instructor guide isn’t just a manual; it’s a blueprint for the entire learning experience. It should be a living document that is clear, accurate, and easy to follow.

• Structure the curriculum. Break down the necessary knowledge and skills into a logical progression. Start with the basics and build on them.
• Create the materials. This is where you create the core content. You should have online and written training manuals and materials, including assignments, information, quizzes, tests, and in some cases, practical skills training. Use a mix of formats:
  • Written Manuals: Provide the foundational knowledge in a clear, digestible format.
  • Online Modules: Use video, interactive quizzes, and other multimedia to make learning engaging and accessible from anywhere.
  • Practical Skills Training: Nothing replaces hands-on practice. Create scenarios or simulations where trainees can apply what they’ve learned in a safe environment.

Review every piece of content for accuracy. Get subject matter experts from your team to provide feedback. The quality of your training materials directly reflects the quality of your company.

Step 3: Implement the Training

Once your materials are ready, it’s time to put them into action. Both existing and new incoming people will need to go through the same training. This ensures consistency and a shared understanding across your entire organization.

• Start with new hires. Onboarding is your first and most important opportunity to set someone up for success. A structured, in-depth training program will make them feel valued and prepared from day one.
• Roll out to existing employees. This is where you address the skill gaps you identified in your assessment. It also shows your team that you’re committed to their ongoing development, not just to getting new people up to speed.
• Train your trainers. The people delivering the training are just as important as the materials themselves. Ensure your instructors have the necessary teaching skills and are experts in the content.

Step 4: Evaluate, Iterate, and Certify

Training doesn’t end when the course is over. It’s an ongoing process of improvement.

• Keep a close watch. As you deliver the training, pay attention. Are trainees struggling with a particular section? Is something unclear?
• Ask for feedback. Create a formal process for asking questions and gathering feedback from every trainee. What worked well? What could be better?
• Assess and Test. Use quizzes, tests, and practical skills assessments to measure knowledge retention and skill acquisition. This isn’t about “passing” or “failing” as much as it is about identifying where more instruction is needed.
• Grant Certification. Upon successful completion, provide a written certification. This acknowledges the trainee’s hard work, gives them a sense of accomplishment, and formally recognizes their competence.

Beyond Onboarding: The Power of Continuing Education

Even after a person is certified, the learning must continue. The world is constantly changing, and what was true yesterday may not be true tomorrow. The best companies are not just training grounds; they are learning organizations.

• Continuing Information: Regularly share new updates, best practices, and industry news with your team. This can be done through a company newsletter, regular team meetings, or an internal knowledge base.
• Continuing Education: Encourage and provide opportunities for your team to attend workshops, seminars, and take online courses that will help them grow their skills.
• Periodic Recertification: In some cases, annual or periodic recertification should also be conducted. For critical skills or knowledge that must remain sharp, periodic re-testing or skill demonstration ensures that no one is operating on outdated information.