Introduction to Management of Training and Development

by Ellen Dowling

Overview

In most large companies, the title of "Training and Development Manager" refers to that individual who is charged with overseeing the learning needs and outcomes of the entire workforce, from technical staff members to vice presidents. Informed by the work of other training specialists, the training manager usually reports directly to the company's top management, providing them with specific advice on how to improve employee performance and achieve the company's business goals.
Assess the Organization to Determine Specific Training and Development Needs

As a training manager, your first task is to identify specific performance needs. Using a variety of assessment tools (like surveys, focus groups and performance appraisals), you can analyze three different levels of needs: organizational, task and individual. An organizational analysis will identify any external forces (such as government regulations) that currently impact the company's profits. A task analysis will reveal any gaps between job requirements and employee abilities. An individual analysis will help you determine if employees need training in such skills as communication and conflict resolution.

Design the Right Program to Meet Those Needs

Once you have determined specific performance needs, you need to decide what method to use to meet those needs. In some cases, a formal training program, taught by subject-matter experts and conducted in a classroom (or online), will result in improved performance. In other cases, you might have to adjust the system itself (by providing more channels for communication to upper management, for example, or by establishing an incentive program to reward superior performance).
Evaluate the Program and Set New Performance Goals

At the end of any performance intervention (training or systems adjustment), you will need to evaluate the results to know whether you achieved your initial goals and to determine what steps to take next. The most well-known model for training evaluation is that developed by Donald Kirkpatrick in the late 1950s. Kirkpatrick focused on four levels of evaluation: Level 1: How did the trainees react to the training? Level 2: What did the trainees actually learn? Level 3: How are the trainees using what they learned back at work? Level 4: How has the training impacted the bottom line of the organization?

Overview