MANAGE THE
TRAINING FUNCTION
TO ENSURE
TRANSFER OF LEARNING
a
five day Certificate Program
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.
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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
Review workshop
content 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
Apply 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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Unit 8: 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
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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.
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Unit 9: Process
Learning Activities for Full Impact
Increase learner
retention by using five steps of adult learning
Ask key questions to
process learning through five adult learning
steps
Trainer Style
Inventory
Match your trainer
style to adult learning steps
How to facilitate
without interfering
Balance process and
content
Ten facilitation
skills
How to use small
groups productively
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Course
Methods:
A newly
created, exclusive Training Clinic styles inventory of 12
situations helps participants match their preferred style to
an adult learning model. An action plan is started to
identify how to avoid the overuse of a preferred style and
increase the under use of a least preferred style. The
inventory encourages style balance. The remainder of the
workshop helps the participants build skills to achieve that
balance.
An
inventory on group process skills is followed by a large
group problem solving discussion. The instructor gives
participants feedback on the balance of task and maintenance
skills used during the discussion and how skills are used in
a facilitated session. Ten facilitation skills are explored
through a participative lecture and a small group
application activity.
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Unit 10:
Creative Up-to-date Training Techniques
Use quick puzzles and
games effectively
Brainstorming
variations
Use simulations and
exercises to teach specific points
Use inventories and
quizzes to assess skills
Use case studies and
exercises to apply learning
Summary and
application techniques
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Course
Methods:
Five quick
activities and games are introduced by having the
participants experience them. During a debrief discussion,
participants identify the appropriate use and effective
processing of each technique as an alternative to lecture.
Three types of brainstorming activities are conducted.
Participants analyze the processing of each idea generation
activity and define essential characteristics. A
simulation, inventory and case studies are all experienced
by the participants as an alternative to lecture and the
debrief discussion identifies the appropriate use of these
techniques.
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Unit 11:
Implementing a Consulting Approach
Identify strategies
and tactics
Internal consulting
project
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Course
Methods:
Strategies
and tactics for implementing a consulting approach are
shared and expanded upon by participants. The consulting
project requirements are reviewed and logistics confirmed
for finalizing the certificate requirements.
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Resources
– Training Manager's Tool Kit
Department Systems
Training Audit
Identify 10 core
instructor competencies
Evaluate current
performance against 100 benchmarks
Special inventory for
on-the-job-trainers
Identify areas for
coaching, feedback and training
Develop a personal
Performance Improvement Plan
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Course
Methods:
This
information is included for reference. If appropriate, the
instructor can refer to these materials to supplement
learning during class time, or as a stand along reference.
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Resources – The
Trainer's Creative Tool Kit
Effective audio-visual
support
Answers and/or
directions to all puzzles and quizzes
Ice breakers ideas
Ten facilitation
skills
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Course
Methods:
This
information is included for reference. If appropriate, the
instructor can refer to these materials to supplement
learning during class time, or as a stand along reference.
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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. |
WORKSHOP OBJECTIVES
By the end of the five
day workshop, as a participant you will be able to:
Consider possible
vision, mission and function priorities statements.
Determine how to use
department systems audit tools to benchmark your
function.
Describe and use 8
steps in the consulting process.
Practice ways to
anticipate the changing training needs in your organization.
Identify when to use 9
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.
Contract for results,
not just training activities.
Define 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.
Use a budget framework
to track training expenses.
Complete a
cost-benefit analysis to demonstrate training's effectiveness.
Craft an action plan
to get results.
Apply 4 key tactics to
prepare learners for training.
Identify techniques to
use a nine-part transfer of learning strategy to
transfer learning in the organization.
Create a 10-part
classroom instructor skill development plan to increase
the transfer of learning.
Use post training
performance analysis as a tool to identify what hinders
the transfer of learning.
Determine specific
techniques to involve managers in transferring learning.
Describe how a
learner's active role during training influences transferring
learning.
Apply a tool to
measure the transfer of learning.
Practice "discovery"
learning techniques to build retention
Use adult learning
techniques effectively
Apply five adult
learning techniques to process activities for maximum
learning
Facilitate simulation,
exercises, inventories, tests, games and puzzles
effectively
Assess trainer skills
against 100 benchmarks
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3.5 CEUs (35 Contact
Hours) |
