Course objective

• Apply the four quadrant approach to all Training Needs within the Company
• Use a TNA model to capture the entire organizations requirements
• Be able to use a priority tool to categorize training needs and their importance
• Use methods to gather information at Individual, team, department and corporate levels within the organization
• Use the super quick model to cost out the training needs
• Know how to capture requirements and use contracts for development plans
• Write requirements into learning objectives or competencies for use by internal trainers of for specifications for getting external training completed.

Course outline

The Role and Function of Training Professionals

• The role and function of the training professionals
• Managing learning – a new role
• The importance of staff development
• Your role in developing others

Approaches TO Learning

• How adults learn
• The learning Cycle and learning styles
• Qualities of good developers of people
• SHAPE strategy for HRD
• Review of day one

Establishing Training Aims and Objectives

• Training and development as a tool for HRM
• Training and the value system
• Purpose of training
• Diagnostic decision tree
• Diagnosis of training needs
• The TNA cycle
• Review of day two

Planning, Preparing and Presenting Training

• Planning the training
• Preparing a departmental and personal development plan
• Presenting principal techniques
• 6-centred approach
• Review of day two

Processes and Programmes

• The process of HRD
• New approaches and psychology
• Training for knowledge
• Training for skills
• Experiential learning
• Practical training sessions

Managing the Group

• Handling difficult participants
• Potential problems with group work – and their solutions
• Causes of interpersonal conflict
• Constructive and destructive conflicts
• Identifying ‘difficult’ individuals
• The ‘Blame’ culture
• The learning environment
• Review of day three

Evaluation Approaches

• What is evaluation?
• Why evaluate
• The ‘evaluation cycle’
• Line manager involvement
• The three word review (interim evaluation)
• End evaluation
• Evaluation and standards
• Analysing and reporting on evaluation data
• Training needs analysis
• Deming’s 14 points approach to TQM

Developing Staff

• Functions of appraisal systems
• Practical application of motivational theory
• Maslow's hierarchy of needs
• Herzberg's 'Two Factor theory'
• Creating a performance culture
• Expectancy theory of job performance
• The human performance environment
• The blame culture
• The learning organisation
• Closing the program
• Presentation of certificates and end of course review.