How to Hire a Great Trainer ...
When choosing a trainer, be sure to look out for someone who can communicate your expectations and meet those same standards. Not everyone has an excellent natural flair for teaching skills, so they must know how best to handle this position effectively when taking on new employees or updating existing ones in order not only to give them access but help create success!
Training requires patience. You don't want a trainer that leaves your new employees un-impacted because they don't have the patience to carry the trainer along. Talking about patience, you must meet with whomever you choose as your trainer and find a way to lighten up their workload. A trainer with a considerable workload will likely be on a short fuse, meaning they will have very little patience to spare. Since the trainer is probably an employee, it means they'll naturally be thinking more about clearing out their workload. And less about teaching some new employees how to do their job.
Suppose you hired a new employee to feel a recently vacated position. In that case, it's common practice to use the last occupant of the role as a trainer. The reasoning is that the person who just vacated the position should know the job as much as anyone else, if not more. However, following this philosophy depends on the attitude of the previous occupant. And the conditions that led to vacating the position.
Suppose the person is leaving the job because of a promotion. In that case, such a person could be the right candidate — though still not guaranteed. Once a person prepares to vacate a position, they are likely already focused on coming up to speed with the dynamics of their next appointment. It will take someone who genuinely cares to take an interest in educating a replacement.
On the other hand, if vacating the position resulted from incompetence, of course, that's a big deal-breaker. Another scenario could be if the person were asked to leave the post against his wishes without being incompetent. The employee being replaced might try to prove that they are the best man for the job by sabotaging the training of a replacement.
After selecting a trainer, don't abdicate the whole training responsibility. While you assume your supervisory role, call in the trainer from time to time and talk about the progress of the training. Also, get across to the trainee employees, have a one-on-one and discuss how the training is going from their end. Do this regularly until the employees on training reach a clear milestone before you start easing up on the frequency.
Remember, the trainer is doing your job; the least you can do is help them do it properly. After a period of supervised training, you should develop a feedback mechanism to know precisely how the new employee is coping while being unsupervised and unassisted.