LET'S TALK ABOUT

THE
TRAINING
DIRECTOR’S /
MANAGER’S
JOB
Unit two
 SESSIONS
• Sets you thinking of the Role of Training Director /Manager

• Looks at the financial approach in training and identifying factors in

preparingtraining budget and cost benefit analysis

• Focuses on factors to be considered in establishing a training

• Describes the factors to be considered in selecting the training staff

 SESSION 1
Role of Training
Director/Manager
THE INDIVIDUAL WHO CARRIES OUT TRAINING
AND DEVELOPMENT FUNCTIONS PRIMARILY
SERVES AS A:

As an As a
As presenter evaluator programme
developer
 First and the foremost, task of training
procedure is to identify training and
development needs of the workforce of the
organization or of its specific groups’.

AS A PROGRAMME
DEVELOPER
Planning new programmes and/or revising old
programmes based on needs assessment
should be done with a view to meet the
employees and the organization as well.

After analyzing jobs and operations, relevant

course outlines which would help to meet the
needs, will be prepared. Once the outline is
prepared, the course content is decided and the
writing of the T&D manuals will be undertaken.
 A training manager plays the role of a
facilitator when he carries out training
programmes.

AS A PRESENTER But when he undertakes development tasks he

is a presenter. One of the tasks he has to look in
to is furnishing and equipping classrooms to
carry out the programmes. A training manager
contributes his service as a facilitator by
publishing and selling training guides within
the company. This will enhance the publicity of
the programme.

Counselling employees during the programme

is one of the administrative duties performed
by the training manager when he works as a
presenter.

During the course of the programme the

training manager identifies the problems faced
by the trainees and counselling is provided with
a view to solve them.
 Training manager, being an evaluator involves
himself in measuring and maintaining employee
productivity and job satisfaction.

AS AN EVALUATOR
To decide whether the programme is
worthwhile, it’s outcome will be measured.
Trainees are conveyed of their performances at
the training programmes and get their
feedback and suggestions for further
developments of the training programmes.

When the manager gets the feedback and the

suggestions from the trainees, he will convey
that information to the top management so
that the management would be able to utilize
that information for policy making. Procedure
of a training programme is discussed above to
help you to understand the tasks and the role
of the training manager as a trainer
 SESSION 2
Establishing a Training
Development
 WHEN ESTABLISHING A TRAINING UNIT /
DEPARTMENT, THERE ARE SEVERAL
FACTORS TO BE CONSIDERED.

• How should the organization structure be designed?

• Attitudes of top management towards training of employees

• Technology required
HOW SHOULD THE ORGANIZATION STRUCTURE BE DESIGNED?

Occasionally, the central training

staff can be used to develop
t is advisable to have a ‘special’ training programmes to
centralized company training be conducted by trainers at the
staff as well as regional training divisional level. The role of the
staff. Then the role of the regional staff should be
corporate people will be primarily developed, in such a way that
to advertise and co-ordinate the they would be able to implement
training activities of the various and evaluate their own
plants or regions and inform the programmes. They must
regions of new or revised continuously interact with the
corporate objectives. corporate staff so that success in
one region can be communicated
to other regions.
ATTITUDES OF KEY PERSONS TOWARDS TRAINING

Some organizations emphasis on Quiet often, their attitudes Very often the perception of the
the selection of trained personnel towards training depends upper level managers of
as opposed to the training of on the past experiences organizations in the private
employees depends to a great acquired at company sector is that “As we have hired
extent on the attitudes of key sponsored training better qualified people they don’t
persons of the company. It is the programmes. Here their need training”. The third factor
attitude of the chief executive perceptions of the labour that influences their attitude
officer and the executives in market are also important. towards human resource
charge of the various divisions or development is, their philosophy
units that contribute or the related to promotions within the
training philosophy of the organization rather than
company. recruiting from outside.
How technology influences training and
development?
• Organizations with highly changing technology require continued
retraining of both the employees and the managers.

• These organizations have difficulty in finding persons in the job market

whom would meet their rapidly changing technological needs.

• They have no choice but to continuously upgrade their people via

specialized training programmes.
 SESSION 3
FINANCIAL APPROACH TO
TRAINING
A Sound budget is a must for
a training programme.
a training budget should contain both training and financial objectives.

• There can be specific organizational needs. For instance, the training

department may want to conduct training programmes for managers to
develop their time management or other specific skill those should be
specified in a training budget

• The direct and indirect cost should be estimated for each programme in
great detail.

• The training budget should indicate of all these expenses.The savings or

increased profit should be estimated so that the likely result of training
could be found in financial terms of increased productivity, reducing
waste, reducing expenditure or equipment breakage, increase attendance
and punctuality. Accordingly, benefits of training should be indicated in
the budget.
 COST- BENEFIT
ANALYSIS
A cost benefit analysis is essential to compare the total cost and the increase in
profits so as to decide which of the training programmes were more beneficial to the
organization.

But a cost benefit analysis of higher-level management development programme is

more difficult than a traditional lower level skill development programme.

Now can you think of a training and development programme and decide how to
launch it, how to budget and what the factors that should be considered etc are
 SESSION 4
Selecting the Training Staff
and the Trainees
THE SELECTION OF
QUALIFIED PEOPLE
FOR ANY TRAINING
AND DEVELOPMENT
PROGRAMME IS
OBVIOUSLY, A
CRITICAL ISSUE FOR
THE HUMAN
RESOURCE
DEPARTMENT.
 REQUIREMENTS TO BE
A TRAINER
• The individual must be an expert in the skills and knowledge to be imparted.
• The trainer must be well grounded in organization tasks and personal analyses as
well as the criteria for development
• Specific Skills including interpersonal skills.
• A trainer must he capable of treating all trainees fairly and should be firm enough to
hold them together to perform their responsibilities in harmony.
• The trainers should have knowledge and ability to use various learning principle and
training method
TRAIN THE TRAINER
 IN A TRAINER-TRAINING
PROGRAMME, THERE MUST BE
CERTAIN COMMON ELEMENTS.
• The trainers must be instructed to establish specific training objective.

• The trainers need to be taught/ the basic principles governing how learning

takes place among the adults.

• The trainers must be told that they should communicate effectively

• The trainers must be told how to plan each session.

 IN A TRAINER-TRAINING
PROGRAMME, THERE MUST BE
CERTAIN COMMON ELEMENTS.
• The trainers must be instructed to establish specific training objective.

• The trainers need to be taught/ the basic principles governing how learning

takes place among the adults.

• The trainers must be told that they should communicate effectively

• The trainers must be told how to plan each session.

• The trainers must be convinced that they should choose most effective method

• The trainers must he told that when they pose questions it should be done in order

to evaluate the participants' feedback

• The trainer must be told how he should deal with individual trainee.

• Finally, the trainers should keep in mind that they are training adult professionals

and that their techniques of teaching should be acceptable to the learners.

• The trainer should be trained in learning & training principles & training skill
 SELECTING THE
TRAINEES
Another important factor to be considered when planning training is the selection
of trainees to participate in the training programme.

In practice the selection of trainees is not always limited to promising future

leaders or to newcomers who need to learn specific job-related skills.

Some companies now offer training programmes even for employees nearing
retirement. It is the responsibility of training manager or the director to select the
trainees on the recommendation of the relevant heads of departments.
THANK YOU!