Employees are generally required to be trained by a single person on tasks that are similar to what they have been working on. Initially, this seems like an effective means of sharing knowledge, especially in light of the need for continuity. Nevertheless, according to organizational behavior studies such as those in Frontiers in Psychology (2021), this form of training is not without its challenges, especially if there are slight differences among tasks that should be pointed out constantly. There is an expectation that the trainer will consistently provide clear instructions despite multiple training sessions and the need to adjust the delivery to fit individual trainees.
Organizations often rely on this approach
The use of this technique may be common in organizations seeking ways of managing knowledge in a bid to enhance flexibility and minimize dependency on one person. As illustrated by studies highlighted in the Annual Review of Psychology (2024), knowledge dispersion allows groups of employees to function smoothly during any kind of transition, absence, or change of roles. In order to avoid any disruption of activities, it is important that several individuals know about the same task. Nevertheless, this strategy requires careful implementation since training several people on the same tasks can make it difficult to distinguish between roles.
How does it affect the trainer cognitively and psychologically?
The weight put on the shoulders of the trainer as an individual can easily be overlooked. The study conducted in Nature Reviews Neuroscience (2022) shows that engaging in multitasking and switching between tasks increases cognitive load, leading to inefficiency and errors. Here, the trainer will have to deal with many streams of information as well as many different kinds of inquiries while ensuring that there is coherence in his or her explanations. This calls for attention and flexibility, both of which become mentally draining over time. Emotional labor adds to this burden, especially since training and work occur simultaneously.
Is it possible to find a balance between organizational benefits and employee experience?
Overlapping training poses difficulties when it comes to experiences, as much as it makes organizations resilient by sharing skills among different employees. According to the research, proper knowledge transfer has the potential to increase multitasking and flexibility skills. In the absence of proper assistance, however, it can cause stress, low satisfaction at work, and ultimately result in burnout. The trainer will likely feel burdened, particularly if their efforts have not been formally acknowledged. This is an instance where the intention of the organization contradicts that of the employee.