INTRODUCTION

MANAGING THE TRAINING

FUNCTION
 OBJECTIVES, TOOLS AND CASE STUDY

• Define a Training Function

• Clarify which roles and responsibilities apply to ten key functional areas.

• Interpret the Training Function System Audit

• Tools

• Training Function System Audit

• Average Score Card

• Case Study

• Training Department System Audit for a State-Owned Airline in Southeast Asia

DEFINING A TRAINING FUNCTION

• A training function exists in an organization to develop knowledge and

skills.

• The function also shapes attitude that will help meet a business need.

• It can act strategically by using planned and organized approach to meet

business needs when development needs are anticipated.

• Some functions are primarily reactive responding to request for training

events and services.

ROLES AND RESPONSIBILITIES OF TRAINING

FUNCTION
1. Select Strategic Roles and Responsibilities for Training Managers

2. A Performance Consulting Approach to Managing a Training Function

3. Partner with Management and Gain Support for the Training Function

4. Use Project Management Skills

5. Assess and Evaluate Training Needs

6. Select a Consultant or External Trainer, Training Programs, Packages and Equipment

7. Manage Internal Trainers: Selection, Roles, Feedback, and Development

8. Market the Training Function

9. Publicize Training Function Events and Services

10.Schedule and Administer Training Events and Services

S T R AT E G I C R O L E S A N D R E S P O N S I B I L I T I E S
FOR TRAINING MANGER

1. L I N K A S S E S S M E N T T O V I S I O N , M I S S I O N , A N D B U S I N E S S P L A N

2. A N T I C I PAT E F U T U R E N E E D S A N D U S E L O N G - T E R M P L A N N I N G

3. D E V E L O P A S H O R T- T E R M T R A I N I N G P L A N

4. D E V E L O P P R I O R I T I E S CONSISTENT WITH THE BUSINESS PLANNED

5. A C T S A S A P E R F O R M A N C E C O N S U LTA N T T O T H E O R G A N I Z AT I O N

6. P R E PA R E , M O N I T O R , A N D M O D I F Y A B U D G E T.

S T R AT E G I C R O L E S A N D R E S P O N S I B I L I T I E S F O R
T R A I N I N G M A N G E R — C O N T…

7. M A N A G E T R A I N I N G R E L AT E D P R O J E C T S .

8. E N S U R E L E G A L , E T H I C A L , A N D R E G U L AT O R Y C O M P L I A N C E .

9. D E V E L O P A P O S I T I V E R E L AT I O N S H I P W I T H T H O S E W H O T R A I N A N D D E V E L O P

COURSES.

10. G A I N A C C E S S T O U P P E R M A N A G E M E N T.

11. S U P P O R T A N D D E V E L O P T R A I N I N G F U N C T I O N P E R S O N N E L .

12. U S E A N D S U P E R V I S E E X T E R N A L R E S O U R C E S .

13. PA R T I C I PAT E I N O U T S I D E P R O F E S S I O N A L O R G A N I Z AT I O N S .

14.K E E P U P - T O - D AT E W I T H T R A I N I N G T R E N D S .

A P E R F O R M A N C E C O N S U LT I N G A P P R O A C H T O
MANAGING A TRAINING FUNCTION

1. Act as a performance consultant to the client.

2. Select the appropriate role for each situation.

3. Use a systematic performance consulting process.

4.

PA R T N E R W I T H M A N A G E M E N T A N D G A I N S U P P O R T
FOR THE TRAINING FUNCTION

1. Define/assess training needs with management.

2. Create a training plan for management’s approval.

3. Set expectations and objectives with management.

4. Develop program content to meet agreed-on objectives.

5. Provide overview/pilot of program for management.

PA R T N E R W I T H M A N A G E M E N T A N D G A I N S U P P O R T F O R
THE TRAINING FUNCTION

6. Schedule training with consideration for workload and

organization’s needs.
7. Provide management with information to assist in follow-up
coaching and support.
8. Validate content with observation of use of skills on the job.
9. Evaluate results of changed behavior with supervisors.
10.Review and revise training as needed.
11.Publish successes.

USE PROJECT MANAGEMENT SKILLS

1. Initiate a project by assessing the need to cre- ate a project
team and gain authorization.

2. Plan the project.

3. Use project management tools appropri- ately to execute the

project.

4. Use project management tools to control the project.

5. Close projects appropriately.

A S S E S S A N D E V A L U AT E T R A I N I N G N E E D S
1. Define who and what is assessed.
2. Decide how assessment is done.
3. Create the assessment product and tie to business needs.
4. Identify the training manager’s role in the assess- ment.
5. Assess the learners’ reactions.
6. Test for learning
7. Assess the transfer of learning.
8. Measure bottom-line results.

S E L E C T A C O N S U LTA N T O R E X T E R N A L T R A I N E R ,
T R A I N I N G P R O G R A M S , PA C K A G E S , A N D E Q U I P M E N T

1. Select a consultant or external trainer.

2. Select packaged training programs.

3. Select equipment.

MANAGE INTERNAL TRAINER SELECTION, ROLES,

FEEDBACK, AND DEVELOPMENT

1. Select internal trainers.

2. Give feedback to internal trainers.
3. Improve internal trainer skills.
4. Use types of training methodologies.
5. Use a variety of trainer roles.
6. Maintain courses.
7. Develop leader’s guides.

MARKET THE TRAINING FUNCTION

1. Market a training function.

2. Use marketing efforts.

3. Create brochures and catalogs.

PUBLICIZE TRAINING FUNCTION EVENTS AND SERVICES

1. Use marketing information to develop successful publicity.

2. Use a variety of channels to publicize training function events.

3. Prepare accurate and timely training announcements, course

catalogs, and brochures.

SCHEDULE AND ADMINISTER TRAINING EVENTS AND

SERVICES

1. Offer a selection of courses.

2. Schedule training events.

3. Use statistics in scheduling.

4. Administer classroom and materials support.

5. Keep statistical records of performance.

6. Provide additional support services.

C A S E S T U D Y 1 . 1 : T R A I N I N G D E PA R T M E N T S Y S T E M
AUDIT

• Southeast Asia (Airline)

S T R AT E G I C R O L E S A N D R E S P O N S I B I L I T I E S F O R
TRAINING MANGER

S TA G E 1 : L I T T L E / S TA G E S TA G E 4 :
ACTIVITY S TA G E 2: BASIC
NONE 3 : I N T E R M E D I AT E A D VA N C E D

There is no clearly de ned The vision, mission, and The training function’s vision, When necessary, the vision,
vision, mission, or business mission, and objectives are devel-
LINK ASSESSMENT objectives are clearly de ned for mission, and objectives are
plan. If a vision, mission, and the staff by training function oped into a training plan in a adjusted based on internal and
TO VISION, business plan exist, they are not management and limited to the participative manner with the external information from
MISSION, clearly communicated by busi- ness’ products and or training manager, and those who management, training function,
train assess training needs or act
BUSINESS PLAN training function management services. and the client.
as performance consultant

A N T I C I PAT E Crisis management and lack of

long-term planning is the norm. Training manager promotes Training manager promotes
FUTURE NEEDS None done.
Little short-term planning is cross-training among those who cross-training among those who
AND USE LONG- done. train to provide flexibility train to provide flexibility
TERM PLANNING.
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