成为一名成功的培训经理 starts with a foundation of good communication skills. 但事情远不止于此. 有效管理培训部门, 一个好的培训经理必须关注六个核心能力.
A good training manager needs to have a strategic plan in place to meet the organization’s training needs over the next few years. This “top-down” visionary document sets the direction of the training department as it directly relates to the achievement of your organization’s objectives. 它回答了这个问题, “how will the training department help the organization reach its goals and objectives?”
您还必须创建一个操作培训计划. This is a “bottom-up” approach for addressing your organization’s current job performance needs based on your training needs analysis data and feedback gathered from past learners.
当你的组织中有人提出培训要求时, 什么是最好的方法来判断培训是否真的有必要? You can only truly answer this question if you have conducted a thorough 培训需求分析 (TNA).
A TNA is more structured than just asking the organization and employees what training they need or want. It’s a step-by-step process that empowers you to dig deeper into real training needs. 与TNA, you can find the underlying cause of a performance problem within your organization, 然后确定解决问题的正确方法.
没有培训需求分析, 你的培训部门可能会陷入接受订单的状态, 仅仅因为有人要求，你就提供培训. This approach is more likely to cost your organization money without delivering any actual return-on-investment.
An effective training manager needs to have a solid understanding of the design and development process to align training courses with the business goals of the organization. 这个过程通常包括概括内容, 制定教学目标, 创建示例和练习, 将课程组织成教学单元或模块, 以及开发培训课程的所有其他步骤.
Launching a training program requires the careful coordination of multiple details. Whether your training courses will be delivered in-house or through an external provider, 所有不同的组件需要同步工作. 除了计划课程表, you are also responsible for coordinating other necessary resources including technology, 设施, 或其他人员.
每一项培训计划都应进行有效性评估. Getting feedback from stakeholders can help you determine whether any given program successfully met the training objectives. You need to be able to evaluate how well participants acquired new knowledge or skills, 以及教师的教学效果.
如果期望没有得到满足, 评估过程为你提供了纠正错误的机会. By analyzing the feedback and results, you can identify any weaknesses in the program. 这给了你一条前进的道路，专注于需要改进的领域, 根据需要修改培训计划, 并让它达到预期. 或者可能收回它!
四个级别的评估中有两个应该在此期间进行 每一个 课程授课. 第1级(反应调查)和第2级(测试). Reaction surveys include feedback from the attendees on whether they liked the course itself, 还有教练.
第2级的目的是评估与会者是否真的在学习. It takes place during the training through all the practice/application opportunities built into the design of the course. 从利益相关者那里获得反馈并不是评估培训的常用方法, unless that feedback comes with documentation in the form of records or reports retrieved post-training. 这是最深层的评估(第4级).
Level 3 involves observing the trainees on the job (post training) to see if they actually applied what they learned. 这就是经理/主管发挥作用的地方. They’re in the best position to conduct the observation with a performance checklist.
As you add trainers to your team, it’s important to be clear on what you’re looking for. 你需要帮助培训的人吗? 你需要设计培训的人吗? 还是你想找一个两者兼得的人? Have a list of competencies in mind before you start your search to ensure the staffing process goes as smoothly and efficiently as possible.
Also, recognize that you may not be able to find someone with 每一个 competency you’re looking for. 你可能需要妥协和协商. 这种灵活性, 再加上一套清晰的期望, 将使您快速建立一个全面发展的培训团队.
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这六个核心能力是成为一个成功的培训经理的关键. 但这只是故事的一半. 同时, it’s important to take a look at the bigger picture and run your training department like a business.
不幸的是, it’s easy for training managers to fall into the trap of feeling insulated within an organization. They often feel free from the negative effects of any economic downturns because they aren’t viewed as a revenue-generating department. However, this misconception can put your training department in a dangerous position.
培训并不是凭空存在的. Your training department must deliver value to your organization in a way that is in line with the big-picture goals. 否则, 你的部门有被视为一项开支的风险, 而不是价值的来源. 如果发生这种情况, 这会让你的部门有被裁员的危险, 甚至消除, 当预算削减来临时.
从长远来看, it pays to convince management that the training department is on the revenue-generating side of the equation, 而不是一笔开支. 有两种方法可以实现这一点.
第一个, have a strategic training plan in place that aligns with the organization’s objectives and goals.
第二个, 在你启动一个新的培训项目之前, establish benchmarks that management can use to measure the effectiveness of that training. 这将有助于证明它的价值. 通常, 是培训部门衡量培训的有效性, 不管理 . 更深层次的评估, the training department may have to partner with stakeholders to get access to records and reports.
Both strategies directly tie into the core competencies of being an effective training manager.
The key to effectively running a training department is to hone your skills in the six core competencies:
Mastering these competencies is the proven way to become an effective training manager. It also provides you with the tools you need to protect the credibility of your training department and continually demonstrate its value to management. 但这一切都始于良好沟通技巧的坚实基础, 哪一步是成为一个有效的培训经理的第一步.