Certified Training Coordinator

Introduction

At the core of our changing environment are those involved in learning, training and people development? They are critical to the success of the organization. Their work must be based on a professional and rigorous understanding of organizational and individual learning, they must build relationships and create a true customer focused organization; they must ensure that their own organization is built on sure foundations of direction, focused objectives, deliverables and measurements of success and they must deliver results that have clear value to the organization.

The purpose of this four day course is to give the foundation to your current or future role of a training coordinator. Just as with any other profession, there is knowledge that must be based on good empirical evidence, there are skills you need to master and there are beliefs and values that usefully underpin the work that you do. Throughout the course, you will identify the knowledge, work on the skills and develop the beliefs and values that will make you most effective in your training role.

Objectives

By the end of this training course, project administrators will be able to:

• Recognize the key concepts of both personal and organizational learning by linking learning with change and performance management
• Identify the key activities of the HRD function in your organization and your role within it
• Produce a profile of competencies of the training professional and set up a learning program to deliver them
• Provide analysis and advice to operational managers on how learning interventions will improve their Departmental performance
• Analyze learning needs, plan training and organize their delivery
• Set up effective administration systems and procedures, record training information, personal development plans for all staff and reporting to more senior management
• Promote the HRD function throughout the organization, meeting with operational managers, designing user-friendly communication and projecting a professional image of the learning department that fits the technology environment of the organization
• Prepare and control the learning department’s budget

Training Methodology

This is an interactive course. There will be open question and answer sessions, regular group exercises and activities, videos, case studies, and presentations on best practice. Participants will have the opportunity to share with the facilitator and other participants on what works well and not so well for them, as well as work on issues from their own organizations. The online course is conducted online using MS-Teams/ClickMeeting.

Who Should Attend?

Experienced human resource professionals and executives interested in improving their individual leadership performance

Course Outline

Personal and Organizational Learning

• Identifying the training professional in you
• The learning organization – how do people learn and how do organizations learn?
• Fundamentals of the learning organization; systems thinking, personal mastery, mental models, a shared vision and team learning
• Performance management
• Change and leadership

HRD Department Effectiveness

• Understanding the organization’s strategy
• Defining the learning department processes
• Basic processes: analyze; propose, create, implement, assess
• Relationships, network and customer service
• Supporting administration processes

Core Competencies

• Competencies – what are they?
• Building understanding and trust with clients
• Collaborating for success – using coaching techniques to understand the client’s performance problem, identify appropriate interventions, whether training or others, and getting buy in from the manager
• Delivering measurable results
• Keeping up to date with current learning initiatives – blended learning, training evaluations, competency frameworks, ETC
• Implementing a systematic training process – booking procedures, pre and post course documentation, cancellation policies, training facilities, equipment and material

Operational Performance, Causal Analyses and Learning Needs Analysis

• Perception VS reality
• Understanding the performance issue – coaching the client
• Causal analysis – critical incident analysis and Ishikawa
• Performance gap and the training gap
• Collecting data across the company at company, department, team and individual level
• Defining learning objectives

Individual and Team Learning Journeys

• Defining interventions
• Formal and informal learning
• Trainers, facilitators, coaches, mentors and more
• Pre and post program activities

Individual and Team Learning Journeys

• The intervention agreement including the learning objectives
• Choosing the right internal or external trainer and agreeing their brief
• Agreeing the program content and delivery style with the trainer
• Booking venues – room, meals, facilities
• Preparing and ordering course materials and supplies
• Coordinating and dispatching joining instructions, etc
• Ensuring attendance and satisfactory nature of the event
• Evaluating the results of the intervention
• Reporting the success
• Supporting the learners back in their working environment

Validation and Evaluation

• Closing the performance gap
• Measuring the success of learning intervention
• The feedback process
• Reporting departmental success

Administration Processes and Procedures

• Applying the policies
• The intervention process and related documentation
• Appraisals, Personal Development Plans (PDPs) and career progression
• The planning process
• The training events
• Feedback
• Reporting to senior management
• Learning management systems

The Numbers Game

• Setting the departmental budget for all segments of the budget
  • Apprenticeships, competency, development, education
  • Strategic interventions
• Budget management
• Variance Analysis

Exam for certification