Hi,

Managing training, managing trainers
If you read through this list, you can see that the job of the training manager is divided into two parts: planning for and managing the training itself (1-6), and working with and managing the training staff (7-15). I think this accurately reflects the two-pronged nature of the training manager’s role, and, in fact, I think it should be carried over into evaluations of job performance for training managers.

1)Assess organizational, departmental, and program needs.
2)Develop plans for the department and programs.
3)Link human performance to the effectiveness of the enterprise.
4)Apply instructional system design and development principles.
5)Assure the application of effective training principles.
6)Evaluate the instructional design, development, and delivery functions.

7)Apply the principles of performance management to own staff.
Think critically when making decisions and solving problems.
9)Assure actions are consistent with goals and objectives.
10)Adapt strategies and solutions given change.
11)Produce effective and efficient solutions.
12)Develop and sustain social relationships.
13)Provide leadership.
14)Use effective interpersonal communication techniques.
15)Communicate effectively orally and in writing.

The competencies having to do with the training task also follow a natural progression. We begin by assessing the training needs of the unit(s) we are responsible for. We then develop plans to meet those needs, being sure to tie our training objectives to performance that will actually enhance the effectiveness of the unit(s). Next we build or obtain training that fits into those plans and that exhibits good instructional design. While the training is actually taking place, we make sure that the trainers are following effective training principles. Finally, when it’s all over, we evaluate the design, development, and delivery of the training, and start the loop all over again.

I like these. You could take a brand-new, wet-behind-the-ears training manager, show her the first six competencies, and say, “Do these six things at a high level of competence and effectiveness, and everyone outside your staff will consider you an excellent training manager.” And in truth, any training manager that carries off 1 through 6 will be managing the training task very well.

Of course, an astute person, even though they are a new hire, would ask the obvious follow-up question: “What do I need to do to be considered an excellent training manager by the training staff itself?” The answer, of course, is simple—“See competencies 7 through 15.” And that’s where your newbie training manager may begin to feel overwhelmed.

Regards,
Altaf