There are very few trainers on CCV, hence the reason you encounter me so often!
It is often said and debated that trainers train skills and knowledge and as to behaviours and attitudes they can influence them to some degree but not necessarily change them. There is no real evidence to support the fact that trainers can change behaviours, just influence them.
I would suggest that you training needs need to be re-examined if you aren't actually achieving your goals ie. effecting a change in skills or the acquiring of a new skills. You call it an 'acquired' skill but I think you mean a long established behaviour. It would seem that you need to include an element of challenging that previous behaviour in your training design as well as reinforcing why the new skill is better or more compliant etc.
As regards adult learning, teaching is a good method for younger learners however adults learn differently. Adults learn best when they are involved in negotiation, derive their own goals, diagnose their own needs, are willing to alter,make use of their experience, are activity based, acknowledge the importance of process etc etc and so I could go on. If you are relying on 'showing' its too simplistic for adult trainees.
Furthermore you may have other barriers to learning such as opposition from the boss, pressures of work, resentment of training, fear of change, laziness, previous experience of incompetent training ,past experience of lack of support in transferring learning into workplace.
Your evaluation should occur before, during, immediately after and 3 months after a training intervention has occured - are you sure this is occurring? Your TNA should identify all these issues and needs to be revisited if your outputs are not delivering.
>>>are responsible making sure that our colleagues coordinators are informed and trained on all the latest developments
If your statement is correct then you are informing people and you should have no issue. You are making them aware, they simply aren't doing it.
However, I would suggest your statement is incorrect and as a trainer you are responsible for ensuring learning occurs, ie. the development of HR through learning, including the successful transference and implementation of skills. If I'm right and I'm sure your job description is as I say then you have a right to take things further as you personally aren't performing and you aren't developing staff - you might even be bonuses on this aspect of results. I'd bring this to the attention of your training manager otherwise you may just spiral into a circle of demotivation. As regards my experiences of other organisations well it all depends on how large the company is and how large the training department is and how well the management support and believe in training. I'd recommend you bring it up and if it falls on deaf ears then you'll know what type of culture you have. I could go on but I've said enough already.