I recently got promoted as the training manager of a medium sized company. And have little training experience. The department that I am in is the client relations center.
I do not know where to start, I have a lot of idea, but nothing concrete. I'd like to know how to get the ball rolling, where to start and what to do. Any advice would be appreciated!
Thanks in advance.

From United Arab Emirates, Dubai
Hr Manager
Training Manager
Workplace Assessment And Training
Hr Consultant
Bramch Head Idbifederal
Hr Professional
+6 Others


You can start by creating a vision for one year viz-a-viz your KRAs. I hope you have been given your KRAs and you are clear about them.
The next step could be to make SOPs for all the processes and set metrics for all the activities.

From India, Delhi

I have not been given any.
I have started that along with other projects. There is literally no guideline regarding the needs of the company. The company is expanding fast and into different territory and clear targets has not been set.
Is there anything you could recommend. Or anyone here?

From United Arab Emirates, Dubai

Then you have to start from the scratch, first you adopt a PMS and then you start the T & D procedures as usual. This is the right time to set up the new systems since your concern is the growing stage.
Gayathry Depalley
HRM Consultant & Trainer
Ph : 9578453243

From India, Karaikal

Hi Mr.Anonymous!
congratulate on your new assignment, am happy to see your intersted in taking things forward..
On a practical way to start.. try speaking with the managers, peers to understand what is their need and what are they expecting from the employees.. at inital stage a lot of meetings with the people is required to have an basic understanding..

From India, Chennai

Hi Gayathry_depalley and Jekavitha,
Thank you for your support and advice.
I've done the following:
a. Spoke to the managers to get a clear objective for the TD.
b. Will stop conducting training for training sake.
c. Will start reviewing employees performance and knowledge.
Is there an important step I am missing?

From United Arab Emirates, Dubai

1. Do a TNA, float a questinnaire
2. review last years appraisal
3. Have discussions with HoDs, take their feedback on programs
4. Study your Orgn Competencies, Vision n Value statements and design your program modules
5. Create a mid year budget, as of now and get it approved by CEO
6. Once approved, identify most suitable internal / external trainers

From India, Mumbai

Nm2000_in has replied aptly.
I would add that training & Development is very important however it is effective only when the RoI is measured. You should incorporate evaluation after training by HoD as to improvemnt observed in working, obtain training report from attendee upon training completion and most effective as per my experience is to make the employee conduct internal seminars to other relevant employees on the same subject - this ensures effective utilisation of training budget as also wide spreads the knowledge. Also, employee's understanding of the training, communication skills and confidence to speak in front of audience can also be evaluated.

From India, Mumbai

All good advice guys in a nut shell

First thing you need to do is a ‘’Training Needs Analysis’’

Carry out an evaluation of the training requirement of your company remembering to use the Training Cycle

1. Identified your training needs

2. Design & Development of the Training Programmes

3. Delivery of Training

4. Evaluation

Use evaluation to Identified your training needs gaps to improve in your training programme.

Then start from the beginning of the Training Cycle > Identified your training needs> Design & Development of the Training Programme> Delivery of Training> Evaluation keep going round and round the Training Cycle .

Your job as training manager is to manage the Training Cycle keep improving and up dating and developing you company and staff.

Use Kirkpatrick Training Evaluation Method Levels 1 to 4 and 5

Level 1 Reaction

Testing the initial reactions of the participants to the programme. It is important that we gain favourable reaction in order that participants are motivated to learn.

Potential ways this could be tested:

• Programme evaluation sheet

• Face to face interviews

• General participant comments throughout the programme

Level 2 Learning

Measures the extent to which participants are learning in line with programme objectives such as increase in skill or knowledge, change of attitude and / or behaviour, early application of new learning.

Potential ways this could be tested:

• Individual pre-and post programme tests for comparisons

• Observations and feedback by tutors, line manager and / or peers

• Assessment of action based learning such as role-plays and work-based projects.

Level 3 Behaviour

Measures the extent to which a change in behaviour has occurred, as a result of the programme.

Potential ways this could be tested:

• Individual pre-and post-programme tests or surveys

• Observations and feedback from others

• Focus groups to gather quick useful information and knowledge sharing

• Face to face interview

Level 4 Results

Measures the final results that have been achieved because of the learning acquired form the programme. Includes final evaluation of the programme objectives. Potential indicators:

Tangible Results

• Reduced Costs: More Level 5 ROI

• Increased Sales: More Level 5 ROI

• Increased Profitability: More Level 5 ROI

• Reduction in employee turnover over a set period

In-Tangible Results

• Positive Change in management style

• Increase in engagement levels of direct reports

• Positive Change in general behaviour

• Favourable feedback from peers, subordinates, customers.

Level 5 ROI Return on Investment

Tangible Results

Example One Health & Safety

Reduced Costs

Example Two having properly employees

Increased Sales

Increased Profitability

Reduced Costs

Level 5 ROI Return on Investment

Example One Health & Safety

Health & Safety has come a longways in the past 40 year proper trained work force helps the Return on Investment by reducing the cost of: (From UK Health and Safety Executive)

• Pain, suffering and distress to the victim and family

• Distress to colleagues

• Loss of output

• Cost of damage to plant, materials etc

• Cleaning up after the accident

• Extra overtime

• Recruiting/hiring a replacement worker

• Investigating cause and preventing repeats

• Changes in insurance premiums

• Legal costs/fines

• Loss of goodwill from work force and customers

Level 5 ROI: A corporation that has a bad safety record, and / or untrained staff will have to pay more costs i.e. insurance premiums, legal costs, finds, wages etc. Money and costing is a big issue within most industries, training must show effeteness!

Level 5 ROI Return on Investment

Example Two having properly trained employees / Management will lead to In-Tangible Results i.e.

• Positive Change in management style

• Increase in engagement levels of direct reports

• Positive Change in general behaviour

• Favourable feedback from peers, subordinates, customers.

• Good in-tangible results will lead to following benefits:

• More efficient working procedures leading to reduced costs

• Increased customer satisfaction

• Increased repeat and referral customer traffic

• Increased revenues

• Increased profits

Vary Basic I know but it will get you started

Hope this help !

Stay Safe

From Singapore

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Kirkpatrick Training Evaluation Method
Probably the most well known framework for classifying areas of evaluation is the tried and tested four-level model developed by Donald Kirkpatrick and is arguably the most widely used approach in the training evaluation arena today.
Kirkpatrick’s model provides a conceptual framework to assist to assist in determining what data should be collected for the evaluation purposes. This data collection and evaluation process must be planned as part of the design and development segment of lesson preparation. Otherwise, it is possible to miss an opportunity to collect data which is needed for evaluation process.

From Singapore

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