Generally, in training evaluation research, the delegate becomes the focus of measurement. Unless one can demonstrate that training has achieved the learning outcomes it set out to achieve (ie increased knowledge, capability, techniques, skill, reactions, etc) then evaluations offer organisations little value. Without such evidence of effectiveness key stakeholders are unable to make informed decisions either about the future of training or about the strategies and actions needed to support the transfer of competence. Although delegate based evaluations are critical, an often overlooked element in determining the effectiveness of any training programme is the issue of delivery, in particular those who deliver violence management training (the trainer). This research set out to identify the competencies that make for an effective violence management trainer and to review practices and procedures associated with the selection, development and management of trainers.
This report and the work it describes were funded by the Health and Safety Executive (HSE) and the NHS Security Management Service (NHS SMS). Its contents, including any opinions and/or conclusions expressed, are those of the authors alone and do not necessarily reflect HSE policy.
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