The Complete Guide to Hiring & Onboarding Trainers

Legal DisclaimerThis guide provides general information and best practices for hiring and managing training staff. It is NOT legal advice and should not be relied upon as such. Employment law, worker classification rules, wage and hour requirements, and contractual enforceability vary significantly by state, jurisdiction, and specific circumstances.Before implementing any practices described in this guide:

Consult with a qualified employment attorney licensed in your state
Work with an HR professional or certified public accountant for compensation and classification questions
Verify compliance with federal, state, and local labor laws
Review insurance and liability requirements with your business insurance provider

CoachIQ and the authors assume no liability for legal, financial, or other consequences resulting from the use of information in this guide. When in doubt, always seek professional legal counsel.

Who this guide is for: Facility owners and scaling coaches ready to build a training staff that extends their standard of care to every athlete interaction.

Why this guide exists

Your trainers are your business. Every interaction an athlete has with your facility flows through them. Most facility owners make the same mistake: hire too early, train too little, wonder why growth stalls. This guide exists because hiring trainers is fundamentally different from other roles. You’re not filling a position—you’re extending your coaching philosophy to someone who will represent everything you’ve built. After reading this guide, you’ll be able to:

Build a pipeline of candidates without job boards
Evaluate trainers through action, not interviews
Structure compensation that’s fair and sustainable
Onboard trainers to independence in 60-90 days
Retain great trainers for years
Promote your best trainer to management

The hiring philosophy

Never hire too early

The most expensive mistake isn’t hiring wrong—it’s hiring too soon. When you hire before someone proves themselves, the relationship becomes transactional from day one. They show up, do hours, collect pay. No investment in your mission. No skin in the game.

The mindset shift: Instead of “I need to fill this role,” think “I need to find someone who has already shown they belong here.”

What you’re actually hiring for

Credentials matter far less than character. The hierarchy:

Priority	Trait	Trainable?
1	Personality & Culture Fit	No
2	Reliability & Character	Difficult
3	Coaching Ability	Yes

Implication: Hire for personality and reliability. Train for coaching ability.

Red flags that disqualify immediately

Watch for these immediate disqualifiers:

They don’t fit socially with your team - Forced conversation won’t improve under pressure
They can’t demonstrate skills at full speed - You don’t need a former pro, but they need proper form on everything they’ll teach
They’re focused on their personal brand - If they’re asking about posting their own content or training their own clients, they’re planning their exit
They’ve bounced between multiple facilities - Three gyms in three years = flight risk
Something feels off - Trust your gut

Legal foundations: W-2 vs. 1099

This is one of the most critical legal decisions you’ll make. Worker misclassification can result in back taxes, penalties, fines, and lawsuits.

Critical Legal ConsiderationWorker classification is governed by complex federal and state laws that vary significantly by jurisdiction. The information below is for educational purposes only and does not constitute legal advice. Some states (like California, Massachusetts, and New Jersey) have very strict classification tests that may differ substantially from federal standards.You MUST consult with an employment attorney licensed in your state before classifying any worker as an independent contractor. Misclassification can result in:

Back payment of wages and overtime
Unpaid payroll taxes plus penalties and interest
Workers’ compensation claims and penalties
Unemployment insurance liability
Lawsuits from workers
Federal and state agency audits

The cost of proper classification is always less than the cost of misclassification.

The control test (federal standard)

The IRS evaluates worker status through three categories:

Category	W-2 Employee (Academy Model)	1099 Contractor (Rental Model)
Behavioral	You dictate drills, methodology, dress code	They use their own methods, attire
Financial	You set prices, collect payment, pay them	They set rates, invoice clients directly
Relationship	Ongoing, integrated into core business	Project-based, peripheral service

The ABC Test (used in many states): A worker is presumed to be an employee unless they perform work outside the usual course of your business. This is a stricter standard than the federal test. Coaching basketball at a basketball academy would typically = employee under this test.

Why proper classification matters

A common scenario: A “contractor” coach tears their ACL demonstrating a drill. They file for workers’ compensation. Investigation reveals misclassification. The business owner may be liable for all medical costs, back premiums, penalties—potentially tens of thousands of dollars, plus possible criminal charges for failure to carry workers’ comp insurance.

General recommendation

Most training positions should be W-2 employees. This typically provides the greatest legal protection for both you and your workers. Reserve 1099 contractor status only for truly independent operators (such as a consultant with their own LLC providing specialized services to multiple facilities).However, this is a general principle, not legal advice. Your specific situation may differ. Always consult with an employment attorney before making classification decisions.

Contractual protections

Legal Notice: Contract enforceability varies significantly by state. Some states heavily restrict non-compete agreements, and enforceability of non-solicitation clauses depends on factors like scope, duration, and geographic limitations. Have an employment attorney draft or review all employment agreements.

Consider including these provisions in your employment agreements: Non-Solicitation Clause: May prohibit trainers from soliciting your clients for a specified period after leaving (enforceability varies by state—consult an attorney on reasonable scope and duration). IP Assignment: Specifies that curriculum, video content, or training programs created during employment are “works made for hire” and remain your property. At-Will Employment: States that either party can terminate at any time (standard in most states, but confirm state-specific requirements with counsel).

Finding trainer candidates

Why job boards often fall short

Posting on general job boards tends to attract people looking for jobs, not necessarily people aligned with your mission. Training isn’t typically high-paying—it’s often a calling. Job board candidates may optimize for income. Content followers often optimize for alignment.

The four pipelines (in order of quality)

1. In-House Athletes

Highest Quality, Longest TimelineAthletes who’ve trained with you 3+ years know your system better than anyone. They carry credibility with younger athletes and already love the environment.Timeline: 2-4 years from identification to hire

2. Social Media & Content

High Quality, Medium TimelinePeople who follow you are pre-qualified. They already believe in what you’re doing.Key: You’re not posting job listings. You’re posting content that attracts the type of person you’d want to hire.

3. Referrals

High Quality, UnpredictableA referral from someone you trust starts with built-in credibility. Tell your network specifically what you’re looking for.

4. Cold Applications

Lower Quality, Heavy FilteringIf you must post publicly: post in coaching-specific communities, not general job boards. Make the application require effort (a video response) to filter low-intent applicants.

The interview process

Why traditional interviews don’t always reveal fit

A formal interview tells you how someone performs in interviews—not necessarily how they’ll train athletes day-to-day.

The “come hang out” method

Consider inviting promising candidates to your facility during a normal session to observe and have an informal conversation. Setup: Choose a session run by a current trainer. You and any decision-makers observe from a distance. Invite the candidate to sit with you and talk naturally. What you’re evaluating:

Area	Look For
Conversation	Does it flow naturally? Are they curious?
Energy	Would athletes gravitate toward them?
Philosophy	Do they focus on athletes or themselves?
Team Fit	Would the dynamic work with current staff?
Authenticity	Real or performing?

Duration: Let it go as long as it goes. The length itself is data.

The skill verification

Important: They should be able to demonstrate the skills they’ll teach with proper form. A trainer who can’t demonstrate may lose credibility with athletes. You’ll often know if they can just by observing them around the gym.

The decision

After the conversation: Invite to next stage (move to evaluation period) or Pass (thank them, move on). There’s no “maybe.” Maybe is usually a no.

The evaluation period

Why observation periods work

A conversation shows who someone wants to be. Time shows who they actually are.

Critical Legal Requirement - Wage and Hour LawsUnder the Fair Labor Standards Act (FLSA) and most state laws, ANY person performing work that provides value to your business MUST be paid at least minimum wage for all hours worked. This includes training, shadowing, or evaluation periods.“Unpaid trial periods” are generally ILLEGAL if:

The individual is performing work that benefits your business
They are displacing regular employees
They are performing productive work (even if learning simultaneously)
The business derives immediate advantage from their activities

Limited exceptions exist for:

True job shadowing where the observer provides no productive benefit
Bona fide volunteer positions at non-profit organizations (with strict limitations)
Properly structured unpaid internships that meet ALL DOL criteria (extremely narrow)

Recommendation: Treat all evaluation periods as paid employment from day one. Structure it as a “probationary period” or “training period” with clear performance expectations, but pay at least minimum wage (or your standard training wage) for all hours.Consult an employment attorney before implementing any observation, trial, or evaluation period to ensure full compliance with federal and state wage and hour laws. Violations can result in back pay, liquidated damages, penalties, and attorney’s fees.

Recommended structure for paid evaluation (60-90 days)

Phase	Timeline	Focus	Compensation
Observe	Week 1-2	Shadow trainers, help with small tasks, learn names	Paid hourly
Assist	Week 3-4	Light corrections, start finding their voice	Paid hourly
Co-Lead	Week 5-8	Lead portions, then half sessions, receive detailed feedback	Paid hourly
Solo Eval	Week 9-12	Run full sessions with minimal intervention	Paid hourly

Frame this as a probationary employment period with clear performance milestones. Both you and the employee should understand that employment can be terminated during this period if performance standards aren’t met (subject to any applicable state laws regarding probationary periods).

What you’re evaluating

Signal	Meaning
Arrives 15+ min early	High commitment
Arrives late repeatedly	🚩 Red flag
Asks questions between sessions	Growth mindset
Becomes unresponsive for days	🚩 Red flag
Implements feedback immediately	Highly coachable
Gets defensive at feedback	🚩 Red flag

Evaluation criteria

“Can we trust this person to run a workout alone, with none of us in the gym, and feel confident it will meet our standard?”

If yes → continue employment beyond probationary period
If “almost” → extend probationary period with specific improvement goals
If “probably never” → end employment (following proper termination procedures)

Compensation structures

Tax and Legal Considerations: Compensation structures have tax implications for both you and your employees. Consult with a CPA or payroll specialist to ensure compliance with payroll tax withholding, unemployment insurance, workers’ compensation requirements, and benefits administration. Compensation must meet or exceed federal and state minimum wage requirements and comply with overtime regulations.

Trainer pay models

Hourly Per Session
Per-Session Flat Rate
Revenue Split
Monthly Salary

Most Common StructureTypical market rates (verify local market conditions):

Level	Rate Range
Entry-Level	$15-20/hour
Experienced	$20-25/hour
Lead Trainer	$25-35/hour

Non-training hours (gym watch, cleaning): $12-15/hour (must meet minimum wage)

Ensure compliance with overtime laws. Non-exempt employees must receive overtime pay (typically 1.5x regular rate) for hours over 40 per week.

Session-Based PricingTypical market rates:

Session Type	Rate Range
Group Class	$30-50
Small Group (2-4)	$40-60
Private	$40-75

If using flat rates per session, ensure the effective hourly rate never falls below minimum wage. Calculate total session time (including prep and cleanup) to verify compliance.

For Trainers Building BooksCommon arrangements (verify with CPA for proper treatment):

Scenario	Typical Split
Trainer brings clients	50-60% to trainer
Facility provides clients	30-40% to trainer

Revenue splits may affect worker classification. High commission percentages combined with operational independence could suggest contractor status. Consult employment attorney before structuring commission-based compensation.

Fixed CompensationTypical ranges:

Commitment	Range
Part-Time (10-15 hrs/week)	$500-1,000/month
Full-Time (25-35 hrs/week)	$2,000-3,500/month

Salaried employees may be exempt or non-exempt from overtime. Verify FLSA exemption requirements (salary basis, salary threshold, duties test) with employment counsel or HR professional.

Performance bonuses

Consider these bonus structures to improve retention:

Discretionary bonuses after strong months
Retention bonuses (90%+ client retention = quarterly bonus)
Commission on package sales (5-10%)
Non-cash rewards (gear, shoes, unexpected gifts)

Note: Bonuses must be included in overtime calculations for non-exempt employees. Consult with payroll specialist.

Manager compensation framework

When promoting to management, consider structuring compensation with multiple components: Base Pay: Flat monthly amount for stability ($2,000-3,500/month depending on scope and market) Revenue Share: Tiered brackets (example structure—adjust for your business):

Revenue Bracket	Share %
$0-$ 19,999	8-10%
$20,000-$ 29,999	10-14%
$30,000-$ 39,999	14-16%
$40,000+	16-18%

Quarterly Bonuses: Tied to hitting performance metrics (

500-

1,500 based on achievement)

Manager compensation structures may affect exempt vs. non-exempt classification. Consult employment attorney or HR professional to ensure compliance with FLSA exemption requirements, particularly for positions combining management duties with hands-on training.

Day one & administrative setup

Documents to collect

Compliance Requirement: Collection and verification of employment documents is legally required. Improper I-9 completion or failure to verify work authorization can result in significant fines. Consider using an HR platform or consulting with an employment attorney to ensure proper procedures.

W-2 Employees
1099 Contractors

Collect in person or through your payroll provider:

W-4 (federal withholding)
State W-4 (if applicable)
I-9 + acceptable documents (MUST be completed within 3 business days of start date)
Direct deposit authorization form
Emergency contact information
Signed offer letter
Employment agreement (if applicable)
Acknowledgment of employee handbook receipt
Any required state-specific forms

The day one experience

Hour	Focus
1	Welcome, paperwork completion, compensation and benefits overview
2	Facility walkthrough, opening/closing procedures, emergency protocols
3	Team introductions, communication channels, first week expectations

Goal: They leave feeling welcomed and informed, not overwhelmed.

The onboarding system

The trainer handbook

Every facility should maintain a comprehensive handbook—your single source of truth for policies and procedures.

Legal Consideration: Employee handbooks should be reviewed by an employment attorney to ensure compliance with applicable federal and state laws and to include required notices. Include clear disclaimers that the handbook does not create a contract of employment and that policies can be changed at any time.

Essential sections:

1. Culture & Philosophy

Mission, values, what makes you different (non-binding inspirational content)

2. Training Methodology

Core concepts, workout structures, progressions

3. Coaching Standards

How to explain, demonstrate, correct

4. Communication

Parent interaction guidelines, conflict resolution, response time expectations

5. Operations

Opening/closing checklists, dress code, substitution policy, timekeeping procedures

6. Emergency Procedures

Emergency action plan, incident reporting, AED/first aid locations, injury protocols

7. Legal Policies

At-will employment statement
Equal employment opportunity policy
Anti-discrimination and harassment policies
Complaint procedures
Required state and federal notices
Acknowledgment forms

8. Growth Path

How trainers advance, performance evaluation criteria

The first 30 days

Week	Focus
1	Legal compliance (background checks, certifications), technology setup, handbook review
2	Shadow multiple trainers, observe different session types
3	Co-coach specific segments, receive immediate feedback
4	Lead full session under observation, cleared for independent sessions

Background checks and SafeSport compliance

Critical for Youth Sports OrganizationsIf you work with minors, background checks and abuse prevention training are typically required and may be mandated by:

State law
National governing bodies (SafeSport for Olympic sports)
Insurance carriers
Local regulations

Typical requirements include:

Criminal background checks for all staff with athlete contact
Sex offender registry checks
Abuse prevention training (SafeSport or equivalent)
Mandatory reporting training
“One-on-One” interaction policies
Transportation policies
Social media and electronic communication policies

Consult with:

An attorney specializing in youth sports or non-profit law
Your insurance provider
Your sport’s national governing body
Local youth sports organizations for best practices

Failure to implement proper safeguarding can result in catastrophic liability exposure, loss of insurance coverage, and irreparable reputational harm.

Ongoing management & retention

Feedback rhythm

Frequency	Type
After sessions (initial weeks)	Quick 2-3 min debrief
Weekly	10-15 min check-in
Monthly	Development conversation
Quarterly or Annually	Formal performance review

How to give feedback

Let them self-assess first

Start by asking “How do you think that went?” This builds self-awareness and makes them more receptive to your input.

Be specific, not vague

Instead of “good energy,” say “I loved how you called out Sarah by name when she nailed that form—that’s the kind of specific encouragement that builds confidence.”

Tie feedback to athlete impact

Connect actions to outcomes: “When you simplified that cue, three athletes fixed their form immediately. That’s the difference clear coaching makes.”

One focus area at a time

Don’t overwhelm with a list. Pick the highest-leverage improvement and focus there until it’s consistent.

Balance confirmation and correction

Highlight what’s working before addressing what needs work. People implement feedback better when they feel valued.

Addressing performance issues

Legal Requirement: Document all performance issues, disciplinary actions, and termination decisions. Follow consistent procedures for all employees. Inconsistent application of policies can create discrimination claims. Consult with employment attorney before terminating any employee, especially if they are in a protected class or have raised complaints.

Instance	Recommended Action
First	Private conversation, clear expectation, document in writing
Second	Written warning referencing first conversation, specific improvement plan, timeline for improvement
Third	Final written warning with clear consequences, document thoroughly
Beyond	Consult employment attorney, follow termination procedures, document decision rationale

Some states require specific progressive discipline procedures. Some situations (gross misconduct, safety violations) may warrant immediate termination. Always consult legal counsel for significant disciplinary actions.

Why good trainers stay

Factor	How to Deliver
Valued	Know their life, recognize contributions, thoughtful rewards
Growing	New responsibilities, clear advancement path, learning opportunities
Belonging	Positive team culture, strong relationships, inclusion
Fairly Treated	Competitive pay, clear expectations, consistent policies

Promoting to management

When to consider promotion

Consider promoting when:

You’ve become the bottleneck to growth
Someone has proven themselves over 12+ months
You’re willing to let them develop their own management style
They’ve demonstrated both technical and interpersonal excellence

What changes

Trainer Role	Manager Role
Responsible for their sessions	Responsible for all sessions
Takes direction	Gives direction
Reports problems	Solves problems
Works in the business	Works on the business

Manager responsibilities

Daily: Facility operations, schedule execution, immediate issue resolution Weekly: Trainer performance monitoring, schedule optimization, client concern resolution Monthly: Revenue tracking, trainer development, operational improvements

Management roles may qualify for FLSA “executive exemption” from overtime if they meet salary and duties tests. Consult employment attorney or HR professional to ensure proper classification, as misclassification of managers as exempt can result in significant overtime liability.

The transition

Phase	Duration	Focus
Shadow	2-4 weeks	Observe your decisions, discuss rationale
Supported	4-8 weeks	Handle day-to-day operations, you’re available for guidance
Independent	Ongoing	They run operations, you focus on strategic growth

Templates & resources

Daily opening checklist

- [ ] Disarm alarm, unlock doors
- [ ] HVAC to appropriate temperature, lights on, music on
- [ ] Walk training area for hazards or debris, clean as needed
- [ ] Verify equipment is in good working order
- [ ] Ensure necessary supplies are stocked
- [ ] Boot up scheduling/management system
- [ ] Check restroom cleanliness and supplies
- [ ] Review day's schedule and staff assignments

Evaluation period tracker

Trainer Name: _______________ Start Date: _______

Week	Milestone	Complete
1-2	Knows athlete names, understands workflow, assists proactively	[ ]
3-4	Provides appropriate corrections, demonstrates properly, asks questions	[ ]
5-8	Leads segments confidently, implements feedback effectively	[ ]
9-12	Runs full sessions independently, handles issues appropriately	[ ]

Evaluation (1-5 scale):

Reliability: ___
Communication: ___
Coaching Ability: ___
Culture Fit: ___
Coachability: ___

Decision: [ ] Continue Employment [ ] Extend Evaluation Period [ ] End Employment

New hire documentation checklist

W-2 Employee Checklist
1099 Contractor Checklist

- [ ] W-4 (federal withholding)
- [ ] State W-4 (if applicable)
- [ ] I-9 + acceptable documents (within 3 days of start)
- [ ] Direct deposit authorization
- [ ] Emergency contact form
- [ ] Offer letter signed and returned
- [ ] Employment agreement (if applicable)
- [ ] Non-solicitation/confidentiality agreement (if applicable)
- [ ] Employee handbook acknowledgment
- [ ] Background check authorization and results
- [ ] Required certifications (CPR, First Aid, SafeSport, etc.)
- [ ] Insurance enrollment forms (if applicable)
- [ ] State-required new hire notices

Most training positions should be W-2. Only use after attorney confirmation of proper classification.

- [ ] W-9
- [ ] Independent contractor agreement signed
- [ ] Certificate of insurance (if required)
- [ ] Scope of work document
- [ ] Direct deposit authorization (optional)

Incident report template

Legal Requirement: Document ALL incidents involving injuries, safety concerns, or unusual occurrences. Maintain confidential records per state requirements. Serious injuries may require reporting to OSHA or state agencies. Consult with legal counsel on reporting and documentation requirements.

**CONFIDENTIAL INCIDENT REPORT**

**Date/Time of Incident**: _____________ 
**Location**: _____________
**Person(s) Involved**: _____________ 
**Witnesses**: _____________

**Detailed Description of Incident**: 
_____________________________________________________
_____________________________________________________

**Immediate Action Taken**: 
_____________________________________________________

**Injury Details** (if applicable):
- Type of injury: _____________
- Body part affected: _____________
- Medical treatment provided: _____________
- Medical treatment declined: [ ] Yes [ ] No

**Equipment or Conditions Involved**: 
_____________________________________________________

**Follow-up Required**: [ ] Yes [ ] No
**Follow-up Details**: _____________________________________________________

**Report Completed By**: _____________ 
**Title**: _____________
**Date**: _____________
**Signature**: _____________

**Management Review**:
**Reviewed By**: _____________ **Date**: _____________
**Action Items**: _____________________________________________________

Final word

Building a training staff is one of the most important things you’ll do as a facility owner. The trainers you hire become the face of your business. This guide provides a framework and best practices collected from successful facility owners. But remember:

Every business is unique. Laws vary by state and jurisdiction. What works for one facility may not be appropriate or legal for another. This guide is a starting point for your research and planning, not a substitute for professional legal, tax, or HR advice.

Take your time. Do it right. Get proper advice. Invest in professional guidance on:

Worker classification decisions
Employment agreement drafting
Handbook policies
Wage and hour compliance
SafeSport and youth protection requirements
Insurance and liability coverage

The cost of proper professional guidance is always less than the cost of legal problems down the road.

The goal: Extend your standard of care to someone who will represent everything you’ve built—while protecting both your business and your employees through proper legal compliance.

Professional resources

Legal & HR:

U.S. Department of Labor - FLSA Information
IRS - Independent Contractor vs. Employee
National Federation of Independent Business (NFIB) - State employment law resources
Society for Human Resource Management (SHRM) - HR best practices

Youth Sports Safety:

U.S. Center for SafeSport
Your sport’s national governing body
Local youth sports organizations

Business & Insurance:

Your business insurance agent
Small business associations in your state
Local chamber of commerce

Building Your Coaching Business

Learn strategies for scaling your coaching operation

Managing Team Communication

Best practices for keeping your training staff aligned

Creating Training Programs

Develop curriculum that trainers can deliver consistently

Client Retention Strategies

Keep athletes engaged and committed long-term

Guides

​Why this guide exists

​The hiring philosophy

​Never hire too early

​What you’re actually hiring for

​Red flags that disqualify immediately

​Legal foundations: W-2 vs. 1099

​The control test (federal standard)

​Why proper classification matters

​General recommendation

​Contractual protections

​Finding trainer candidates

​Why job boards often fall short

​The four pipelines (in order of quality)

1. In-House Athletes

2. Social Media & Content

3. Referrals

4. Cold Applications

​The interview process

​Why traditional interviews don’t always reveal fit

​The “come hang out” method

​The skill verification

​The decision

​The evaluation period

​Why observation periods work

​Recommended structure for paid evaluation (60-90 days)

​What you’re evaluating

​Evaluation criteria

​Compensation structures

​Trainer pay models

​Performance bonuses

​Manager compensation framework

​Day one & administrative setup

​Documents to collect

​The day one experience

​The onboarding system

​The trainer handbook

​The first 30 days

​Background checks and SafeSport compliance

​Ongoing management & retention

​Feedback rhythm

​How to give feedback

​Addressing performance issues

​Why good trainers stay

​Promoting to management

​When to consider promotion

​What changes

​Manager responsibilities

​The transition

​Templates & resources

​Daily opening checklist

​Evaluation period tracker

​New hire documentation checklist

​Incident report template

​Final word

​Professional resources

​Related articles

Building Your Coaching Business

Managing Team Communication

Creating Training Programs

Client Retention Strategies

Why this guide exists

The hiring philosophy

Never hire too early

What you’re actually hiring for

Red flags that disqualify immediately

Legal foundations: W-2 vs. 1099

The control test (federal standard)

Why proper classification matters

General recommendation

Contractual protections

Finding trainer candidates

Why job boards often fall short

The four pipelines (in order of quality)

The interview process

Why traditional interviews don’t always reveal fit

The “come hang out” method

The skill verification

The decision

The evaluation period

Why observation periods work

Recommended structure for paid evaluation (60-90 days)

What you’re evaluating

Evaluation criteria

Compensation structures

Trainer pay models

Performance bonuses

Manager compensation framework

Day one & administrative setup

Documents to collect

The day one experience

The onboarding system

The trainer handbook

The first 30 days

Background checks and SafeSport compliance

Ongoing management & retention

Feedback rhythm

How to give feedback

Addressing performance issues

Why good trainers stay

Promoting to management

When to consider promotion

What changes

Manager responsibilities

The transition

Templates & resources

Daily opening checklist

Evaluation period tracker

New hire documentation checklist

Incident report template

Final word

Professional resources

Related articles