A
Consulting Approach To
Coordinating Training
A Three-day Certificate Workshop
A
unique three-day certificate workshop for those who coordinate and
administer training covers how to develop a training plan, be active,
not reactive, and maintain management support for training. How to hire
consultants, coach and develop subject matter experts as trainers, set
up a resource center, market and administer a registration system and
schedule training (along with facilities and materials coordination) are
emphasized.
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When we come on site,
we customize our workshops in two ways.
First, we customize
the workshop content to meet your instructional objectives.
Second, we customize the examples in the exercises to make
them specific to the services you provide.
There is no charge for
this level of customization.
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WORKSHOP CONTENT:
Workshop introduction and objectives
Set personal objectives for the session
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Course Methods:
After completing an
opening activity, participants identify personal objectives
and share them in the large group. Expectations are
clarified and set for the workshop.
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Unit 1:
Training Coordinator's Role in the Organization
Measure yourself against eighteen training
coordinator competencies
Define your key roles and responsibilities
Customize your job description as a
training coordinator
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Course Methods:
Participants assess
themselves against training coordinator competencies and
clarify their roles, responsibilities and job description.
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Unit 2: Transition to an Internal
Consulting Approach
Assess where your organization is in the
life cycle of a training function
Develop partnerships with management
Identify who is the client
Define internal consulting roles and skills
Examine the consulting continuum
Review your internal consulting roles
inventory results
Identify key internal consulting skills
Review the eight-step consulting process
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Course Methods:
A consulting approach
is offered as a way to maintain a healthy life cycle for a
training department. Essential tactics for developing
partnerships with managers and learners are explored and
assessed. Participants identify criteria for identifying a
true client through analysis of a case study. Differences
between traditional training and consulting approaches are
identified through a comparison activity. Following
completion of an inventory, participants identify what
internal consulting roles they tend to play and which roles
they may be neglecting. A case study is used to clarify the
range of roles and criteria for selecting the most
appropriate role in a given situation. Key internal
consulting skills are assessed by participants using a gap
analysis. The eight-step consulting process is reviewed in a
participative lecture. Participants begin to apply the
process to a case study.
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Unit 3:
Diagnose Problems and Put a Plan
Together
Examine formal and informal techniques to
analyze performance
problems--is training the answer?
Identify other barriers impacting
performance
Make vague requests specific through goal
analysis
Be active instead of reactive in meeting
training needs
Assess training needs
Learn guidelines for developing needs
assessment instruments
Discuss special assessment issues
Interpret training needs and wants from
assessment data
Craft learning objectives to meet the
business need
Develop a ten-part performance improvement
plan overview
Present the performance improvement plan at
a feedback meeting
Build rapport with line managers and
executives
Create a training plan
Evaluate your needs before you go
comparison shopping
Monitor a training budget
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Course Methods:
Participants examine
formal and informal tools to help diagnose problems through
examples, exercises and case studies. Following an
interactive discussion around assessment issues,
participants practice interpreting assessment data given in
a case study. They then learn to craft learning objectives
to meet the business needs surfaced during the assessment
and practice writing objectives for an upcoming session of
their own.
Participants explore
the differences between a performance improvement plan and a
training proposal through interactive discussion,
identification of key criteria and examination of examples.
Techniques for successfully presenting the plan in a
feedback meeting are identified through discussion and small
group activity.
Essential tactics for
building rapport with managers are reviewed with examples
and tips as support. A tool to help coordinators
compare methods of delivery follows examples of ways to
monitor a budget using training cost frameworks and cost
benefit analysis. Participants identify how to apply four
levels of evaluation to a case study.
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Unit 4: Know
What Good Training Looks Like!
Teach a five-minute lesson to a partner
Evaluate ten aspects of your instructional
style
Learn how to build retention
Identify three styles of learning
Use twenty adult learning concepts to
enhance learning
Increase learner retention by using five
steps of adult learning
Ask key questions to process learning
through five adult learning steps
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Course Methods:
Adult learning
concepts are distilled from a 60-minute simulation in which
participants teach a partner a five-minute lesson Each
learner gets feedback on his natural teaching style and is
measured against ten aspects of his teaching style. Through
a debriefing discussion, participants identify what helps
adults learn and remember and how to identify training that
honors adult learning. Special emphasis is given on what to
look for when learning experiences are processed.
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Unit 4: How to
Develop and Maintain Training Resources
Learn how to establish a corporate library
and resource center
Review criteria for buying external
resources
Discuss how to recruit subject matter
experts as trainers
Coach and develop subject matter experts as
trainers
Determine if packaged training right for
you
Analyze how to hire a consultant
Share ”brown bag" seminar success stories
Examine how to get the most from
inexpensive resources
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Course Methods:
Tools and techniques
for building training resources are covered through
checklists, case studies, exercises and interactive
discussion. Participants apply these techniques to their
own situation.
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Unit 5:
Training Enrollment, Record Keeping and Follow-Up
How to market your training programs
effectively
Review participant registration and
confirmation systems
Learn how to make record keeping easy: the
bare essentials
Monitor tuition reimbursement programs
Summarize participant evaluations
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Course Methods:
Participants explore
essential tactics for marketing training through small group
exercises, checklists, and interactive discussion.
Registration systems and approaches are reviewed through
examples and checklists. Participants identify key criteria
in large group activities and then apply the criteria to
their own situations.
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Unit 6:
Training Schedules and Facilities Arrangements
Determine the best time to schedule
training
Develop practical class schedules
Select the site: in-house or renting
outside facilities
Determine what type of room set-up is
required
Communicate expectations to hotels/meeting
facilities
Learn how to trouble-shoot facility
problems
Apply tips on ordering supplies,
audio-visual equipment and refreshments
Examine a meeting planner's survival kit
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Course Methods:
A case study helps
participants identify key issues around scheduling.
Checklists to make booking meeting space, facilities
management, room set up and materials management easier are
reviewed and customized.
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WORKSHOP OBJECTIVES
By the end of
the workshop, as a participant you will be able to:
Compare typical training coordinator roles
and responsibilities.
Assess your own competencies in the
training coordinator position.
Use a template to customize your training
coordinator job description.
Anticipate the changing training needs in
your organization.
Evaluate five types of performance
consulting skills you will need to
be successful.
Practice how to gain management's
commitment to performance improvement.
Describe eight steps in the internal
consulting process.
Contract for results, not just training
activities.
Measure an organization's training needs.
Identify essential elements of a
performance improvement plan.
Monitor a training budget
Conduct successful feedback meetings.
State how Performance Analysis can mean the
difference between success
and failure.
Improve productivity by knowing when and
where training can contribute.
Select training programs that honor adult
learning.
Coach and develop subject matter experts as
trainers using a competency
checklist
Recognize a training issue.
Write learning objectives to meet your
organization’s needs surfaced
during assessment.
Apply proven techniques to build rapport
with line managers and gain
executive support.
Buy only what you need.
Market your training programs for maximum
attendance.
Avoid no-shows for training.
Negotiate successfully with off-site
facilities.
Learn secrets of success from other
coordinators.
Use practical checklists to make your job
easier.
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2 CEUs (20 Contact
Hours) |
