Trainer-Mentor Program

Part 1: The P-Process

October 2011

Trainer-Mentor Program
Trainer
An individual who has recognized expertise in areas of education.
One that has the capacity to create/use educational modules to impart
knowledge and skills in an informal, non-formal or formal setting.

Mentor
Trusted counsel, tutor, guide or coach.
A personusually higher in an organizational ladderwho has the
capacity to influence others.

Performing both roles in the development of

a learner is critical to the skills and knowledge
required to perform their job well.

Confidential

Services

Objectives
Upon completion of the program, volunteers/participants should be able

to:
1. Design and create one learning session based on Training Needs
Analysis on any identified opportunities;
2. Present and facilitate at least one learning session to their
colleagues using the principles taught in the Trainer-Mentor
Program,
3. Attain at least a 4.00 rating based on trainee feedback, and

4. Provide recommendations using the principles of the P-process.

Confidential

Services

Content
Part I: P-Process
Part II: Training Needs Analysis

Part III: Presentation and Facilitation Skills Training

Part IV: Personality and Behavior Management

Confidential

Services

P-Process - Task

Identify a media campaign, training

program, radio or television show or
advertisement.
Describe the campaign.

Put yourself in the shoes of the organizers.

Confidential

Services

Part I:
The
P-Process

Confidential

Services

P-Process
The P-Process is extremely important to a strategic
communication work plan. This is because:
It is methodological and rational,

It takes into consideration facts and research results,

It is applicable many (probably all) fields, and

It provides skilled assistance in the determination and

achievement of long-term objectives.

The Health Communication Partnership, Johns Hopkins Bloomberg School of Public Health,
Center for Communication Program, Baltimore, MA. 2003.

Confidential

Services

P-Process
What is Strategic Communication?
Strategic communications uses corporate or institutional
communications.
It creates, strengthens or preservesamong key audiencesan opinion
favorable to the attainment of institutional/corporate goals.
Implications: advertising, agenda setting, campaigns, etc.

Tactics
Message
Development

P OMalley, OMalley Communications, Canada. 1996.

Audience
Identification and
Research

Confidential

Services

P-Process
Can you provide examples of strategic communication you know of?

Tactics

Message
Development
Audience Identification and
Research

Confidential

Services

P-Process
P-Process was published by Johns Hopkins Bloomberg
School of Public Health in 2003 as their strategic
communication method in addressing issues of public health.

10

Confidential

Services

P-Process
The design is intentionally created to address worldwide health
issues such as AIDS, family planning and infectious diseases.
Originally used since 1982, the P-Process has been revised to
address more recent communication needs and be applied to

other issues.

The Health Communication Partnership, Johns Hopkins Bloomberg School of Public Health. 2003
11

Confidential

Services

P-Process
1. Analysis
2. Strategic Design
3. Development and Testing
4. Implementation and
Monitoring

5. Evaluation and Replanning

1-3: Participation Stage

4 and 5: Capacity Strengthening Phase

12

Confidential

Services

P-Process: 1. Analysis
Identify a learning gap. Focus on one issue, challenge,
problem or observation.
How? Root-Cause-Analysis: Continuously ask why until arriving at ONE
final answer. Thats the issue.

Conduct a Situation Analysis .

1.

Determine severity and causes of the problem.

How many are affected? What is the impact in production? Etc.
Review existing or historical data: demographics, survey results, study findings

and any other significant information.

13

Confidential

Services

P-Process: 1. Analysis
2. Identify factors inhibiting or facilitating desired changes.
What are the defined roles, rules, regulations of your intended audience?
Are there any social, cultural, economic, organizational or financial

challenges?

3. Develop a problem statement = clear, concise and reflective.

a) Describe the IDEAL scenario based on the data gathered from #1 and 2.
Tip: Use time indicating words that denotes the present.

b) Describe reality.
c) Connect statements 1 and 2 with a contrasting conjunction.

d) Describe the consequences or the for the intended audience.

e) Present your campaign. Write it!
14

Confidential

Services

P-Process: 1. Analysis
Conduct a Audience/Communication Analysis .
1. Participation Analysis identify partners and key allies
2. Carry out a social and behavioral analysis - assess knowledge, attitudes,
skills, and behaviors of participants at the individual level using data
from formative research and additional in-depth studies.
3. Assess communication and training needs TBD in greater detail.

15

Confidential

Services

P-Process: 1. Analysis
In many cases programs will be built on existing initiatives and the
process of analysis need not be long and arduous if program staff
access all available resources and listen to all participants.

16

Confidential

Services

P-Process: 1. Analysis - Task

Situation Analysis

Observation

Severity and causes of the problem

Factors inhibiting or facilitating

desired changes

Problem Statement

17

Confidential

Services

P-Process: 1. Analysis - Task

Audience/Communication Analysis

Observation

Participation Analysis

Social and behavioral analysis

Communication and Training Needs

18

Confidential

Services

P-Process: 2. Strategic Design

Strategic = well-planned, calculated, tactical.
Design= plan, proposal, model.

Steps:
1.

Establish communication objectives

It should be SMART: Simple, Measurable, Appropriate, Realistic, Time bound.

Select key audience segments (possibly not all).

Quantify the changes in knowledge, attitudes, skills, behaviors,
policies, or process changes.
This must be expected within a specific time frame.

19

Confidential

Services

Are these SMART Objectives?

Upon completion of the program, volunteers/participants should be able
to:
1. Design and create one learning session based on Training Needs
Analysis on any identified opportunities;
2. Present and facilitate at least one learning session to their

colleagues using the principles taught in the Trainer-Mentor

Program,

3. Attain at least a 4.00 rating based on trainee feedback, and

4. Provide recommendations using the principles of the P-process.

20

Confidential

Services

Blooms Taxonomy of Learning Domain (1956)

Cognitive, Affective, Psychomotor = Knowledge, Attitude and Skill
Best used to create SMART Objectives.

Knowledge

21

Confidential

Comprehension

Application

Analysis

Synthesis

Evaluation

Services

P-Process: 2. Strategic Design

2. Develop program approaches and positioning.

Based on the learning objective, select the knowledge, skill or

attitude that needs to be addressed.
State the assumptions or the desired end result of the program.
YOU MUST POSITION THAT THE PROGRAM WOULD BRING
BENEFIT.
Before and After
Pros and Cons
Financial Impact

Process Improvements
And the list can go on and on and on and on and on and on

22

Confidential

Services

P-Process: 2. Strategic Design

3. Determine the channels. Use your creativity.

PowerPoint? Video? Lecture? Classroom? Debate? Case study?

4. Draw up an implementation plan.
Resource Management: People + Process + Technology = Results
Schedule, roles and responsibilities, and budget.
5. Develop a monitoring and evaluation plan.

Any change in knowledge, behavior or attitude = education

This would determine if the program is successful based on objectives

Quantitative vs. Qualitative evaluation of data

23

Confidential

Services

P-Process: 2. Strategic Design

Quantitative Evaluation: Pieces of information that can be counted

mathematically and analyzed statistically. Used best to address what, when

and who.
Examples: Surveys, Questionnaires, Pre and Post Tests, Databases, Statistics

Qualitative Evaluation: Usually involves smaller number of respondents. Since

data is used to generalize,

Examples: Observations, Interviews, FGDs, other non-Statistical methods

24

Confidential

Services

P-Process: 2. Strategic Design Task

Knowledge? Attitude? Behavior?
Intended change

25

Confidential

Objective

Services

P-Process: 3. Development and Testing

Develop

Test

Revise &
Retest

26

Confidential

New knowledge? Skill? Attitude?

What medium? Deck? HTML? Comics? Manual?
Pre-Test, Pilot Class
Primary, secondary, tertiary audiences

Make changes based on actual pre-test results

Services

P-Process: 4. Implementation and Monitoring

Implementation is focused mainly on maximum participation, flexibility and
training.
While monitoring is on tracking output to ensure that all activities take place as
planned.
Steps:
1.

Produce and disseminate How many materials? Does everybody know?

2. Train-the-Trainers Succession planning = Primary trainer? Secondary? All trainermentor should have continuing opportunities for more developmental training.
3. Mobilize key participants Publish information and the results. Credit partners, allies
and individuals. Keep them focused on the strategic goal.
4. Manage and monitor program Check the objectives and make sure results are
delivered on time.
5. Adjust the program and retrain when necessary.

27

Confidential

Services

P-Process: 5. Evaluation and Replanning

At this stage, evaluation will measure your program against your objectives.

Steps:
1. Measure outcomes and access impact combination of Qualitative and
Quantitative evaluations.
2. Disseminate results make sure all participants and shareholders are aware.
This prompts them to self-action and self-evaluation.

3. Determine future needs.

4. Revise or redesign the program.

28

Confidential

Services

P-Process in Action

29

Confidential

Services

P-Process: Plan for Continuity

Monitoring and feedback are essential elements of good
management.
Well-managed and facilitated strategic communication programs
can have a measurable impact.
A well-managed program tracks outputs to ensure quality and timely
delivery throughout the program period.

Program effectiveness and sustainability are enhanced by involving

stakeholders whenever possible.
Involving stakeholders ensures that programs match their needs, and
it builds their capacity to design and manage their own health
communication program in the future.

30

Confidential

Services

P-Process: Plan for Continuity

31

Confidential

Services

Thank you
Soliven Ortega
Training Lead Dell Services
soliven_ortega@dell.com