CourseCorporate Training Management

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I’d like to describe a situation, and let’s see if it sounds familiar. You might be responsible for a training department at an organization, like I was at one time, or perhaps you’re in personnel and you’re expected to come up with training in addition to your other duties. So you receive a request from some part of the company you work for, and the information is sparse at best. Maybe it sounds like this

Can you look for some training to cover X, and it should include A,B,C,D and W. Just to remind you, budgets are tight, and the maximum price is $299,00.

And you think, great. X is not quite clear to me, let alone all the other components. The only metric I have is the $299,00….so let’s see what’s on the market.

So you search on the net and call some suppliers you know, and some of your contacts had some ideas, and they said they’ll get back to you.

So if you don’t know what X is all about, your contacts know even less, so they go on the net to find out more about X.

A miracle has happened. One of your contacts was able to make you an offer. They found a trainer who can present all of this in one day. You’re saved. So you hired the trainer, the course was held….and it was a disaster. Looks like there was a difference of opinion what X was really all about, all the participants thought it was a complete waste of time. Then you find out that X needs to be deployed on Monday, and the whole organization is in a panic…..and of course you are to blame.

OK, so the example is a bit exaggerated, but I think there is a lot of truth to be found within the story, regardless. Yep, the $299 was wasted, but I bet you the figure us usually a lot higher. Apart from the wasted money, the fact is that the whole reason for the training got completely lost, and there is too much at stake for organizations to let this sort of thing happen.

So, where do we start? A good jumping off point is the training justification. Why is the training required? How does the training support something we are trying to achieve in the organization?

OK, so the training is to support something much bigger. The training is supposed to support an initiative that should save the company a fair amount of money, and there are clear objectives. It’s safe to say the training should be tied to the objectives, right? Let’s go one step further. OK, the training budget is not a bottomless pit, but now we can clearly measure what the training will bring the organization, right?

And we can even measure the effectiveness of the training at the end. Doesn’t the picture start to look different now?

Our course on Corporate Training Management covers the above, and much more. We look into the alignment of training and corporate strategic objectives, why the training budget should be seen as being part of a business case and we look into the components that need to be part of the business case.

Training is not an activity that takes place in isolated departments, but has to be viewed holistically. If we are looking at changing processes that touch the entire organization, how profitable is it to teach these elements piecemeal per department? Let’s make sure we create the right learning experience, where departments can learn from each other during the training.

We look at a training maturity model, where you can measure where you are right now and what steps you can take to improve the situation.