MANAGING THE TRAINING
FUNCTION
FOR BOTTOM LINE RESULTS
THREE-DAY CERTIFICATE WORKSHOP
With the right practices,
any training program can accelerate performance while delivering
economic benefits...and as a focused and practical manager of a training
function, you can lead the charge within your own organization. In this
certificate, focus in-depth on effective methods to manage the entire
scope of your organization's training effort. You will examine practical
ways, sound techniques, and proven ideas to manage your organization's
training and yield tangible, bottom-line results.
This certificate program
is designed for training managers, training coordinators, and
“departments-of-one” who run a training function for an organization or
business unit, or those interested in joining their ranks. As part of
this session, you'll receive the Training Manager's Tool Kit, which
contains a Training Department Benchmarking Tool, 100-point Classroom
Instructor Skills Inventory, and a Performance Improvement Plan
Template.
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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: Manage a Training Function
Stay up to date- trends in training
Identify key training and development roles
Define and create your vision, mission and
training function priorities
Learn tips on keeping your sanity as a
staff of one
Conduct a training department systems audit
Manage and develop the training staff
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Course Methods:
Trends and their
impact on training are reviewed in an interactive activity.
Participants then identify the roles they play and those
needed in their organization with the help of an inventory
and write the mission and priorities for their training
function. The Department Systems Audit tool is introduced
and participants complete selected sections for their
departments and begin their action plan based on the
results.
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Unit 2: Internal Consulting Skills
Determine where are you in the life cycle
of a training department
Compare traditional training and
performance consulting approaches
Use a continuum of internal consulting
roles
Analyze your role in the organization
Identify who are your clients
Use an eight-step consulting process
Differentiate between a trainer vs.
consultant vs. change agent
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Course Methods:
A consulting approach
is offered as a way to maintain a healthy life cycle for a
training department. Participants compare traditional
training and performance consulting approaches and identify
what approach they currently take. 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.
Through analysis and discussion of a case study,
participants learn the criteria for identifying a true
client. The eight-step consulting process is reviewed in a
participative lecture. Participants begin to apply the
process to a case study. Participants identify their role
as trainer, consultant or change agent individually in a
comparison activity.
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Unit 3: Diagnosing Problems
Identify special assessment issues
Examine the manager’s role in using eight
training department audit tools
Determine if training Is the answer
Make vague training needs specific
Sort out training needs vs. wants
Use training design tools to diagnose
problems
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Course Methods:
Following an
interactive discussion around assessment issues,
participants examine eight training department audit tools,
including three specific training design tools, and describe
the Training Manager's role with each tool through case
studies, application activities, individual and group
analysis.
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Unit 4: Developing a Plan
Learn the ten components of a performance
improvement plan
Decide whether to use existing materials or
create new ones
Review a performance Improvement Plan
example
Identify criteria for reviewing training
proposals
Use a tool to compare training delivery
methods
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Course Methods:
Participants explore
the differences between a performance improvement plan and a
training proposal through interactive discussion,
identification of key criteria and examination of examples.
They apply additional information to an earlier case study
scenario to suggest additions to a Performance Improvement
Plan. A tool to help managers compare methods of delivery
follows a checklist to assess proposals. Criteria is given
and discussed to help discern whether to use existing
materials or create new ones.
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Unit 5: Build a Partnership with
Management and Learners
Check your influencing style
Build credibility with line managers
Be more responsive to the organization
Increase your leverage with others
Apply strategies to market your programs
effectively
Develop three-way partnerships
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Course Methods:
Following an inventory to identify their use of influencing
styles, participants consider which style is appropriate in
given scenario situations. Steps and skills for increasing
influence with key managers are reviewed and practiced in
exercises and case studies. The Training Managers’ role in
marketing training is explored. Essential tactics for
developing partnerships with both managers and learners as a
means of marketing are reviewed with examples, tips, tools
and templates as support.
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Unit 6:
Transfer of Learning
Define transfer of learning
Identify barriers to transfer of learning
Determine whose job is it to apply what's
been learned
Explore four key tactics to build the
ground work before training
Review post training performance analysis
Clarify how to involve managers prior to
training
Identify eight key tips for preparing the
employee before and follow up
after training
Discuss the manager's influence in giving
feedback
Learn how to conduct "level three"
evaluation to measure learning
transfer
Review techniques to set expectations that
improves retention and
learning transfer
Develop action plans keep everyone on track
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Course Methods:
After transfer of
learning is defined, participants identify common barriers
in a small group activity. Research is shared about who has
the most influence on the impact of training. Four tactics
to transfer learning are explored through examples,
inventories and case studies. Managing employees resistance
to change as a barrier to learning transfer is introduced
followed by tools to manage the resistance. An example of a
process for level 3 evaluation is reviewed as a summary case
study using the diagnostic assessment tools from unit 3.
Samples of action plans are reviewed and participants
develop a plan for their own use.
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Unit 7: Managing the Budget
Cost justify training
Create a training cost framework
Conduct a cost-benefit analysis (ROI)
Find performance indicators to demonstrate
training’s benefit
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Course Methods:
Examples and templates for training cost frameworks,
cost-benefit analysis and cost-efficiency analysis are
explored and a brief activity to identify hard-number
indicators of performance completed. Participants then
complete their own example.
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WORKSHOP OBJECTIVES
By the end of the workshop, as a
participant you will be able to:
Develop a vision, mission and function
priorities statement.
Identify how to use department systems
audit tools to benchmark your
function and identify areas for
improvement.
Identify and use eight steps in the
internal consulting process.
Practice ways to anticipate the changing
training needs in your organization.
Identify when to use eight types of
assessment tools to determine
training needs.
Practice how to gain management's
commitment to performance
improvement.
Use a nine-part plan to build alliances and
work successfully with line
managers and employees.
Learn how to contract for results, not just
training activities.
Identify essential elements of a
performance improvement plan.
Identify techniques to market your training
function.
Keep up to date with new training trends.
Evaluate how you supervise and develop a
training staff using a
100-competency tool.
Develop an action plan to get results.
Use four key tactics to prepare learners
for training.
Identify methods to cost justify training
and monitor a training budget for
classroom and online training
programs.
Use post training performance analysis as a
tool to identify what hinders
the transfer of learning.
Identify specific techniques to involve
managers in transferring learning.
Identify how a learner's active role during
training influences transfer
of learning.
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Bonus
Training Manager's Tool Kit contains a Training Department Benchmarking
Tool, 100-point Classroom Instructor Skills Inventory, and a Performance
Improvement Plan Template. |
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2 CEUs (20
Contact Hours) |
