TRAIN THE TRAINERS

Achieve Organizational Excellence; Equip Learning Leaders Today

Expectations about training practices and solutions have changed dramatically in the past few years. Organizations regularly redefine the terms success and performance to meet evolving client and employee expectations. At the same time, the number of training options for transferring learning has mushroomed so that elearning, distance learning, videoconferencing, and self-directed programs are becoming more commonplace as compared with the traditional classroom setting. The term training itself has been broadened to the more inclusive term of learningdenoting a broader base of skill-building opportunities through assignments, activities, and focused coaching. This shift has broadened the responsibility for training to include managers, coaches, role models, and mentors as key learning agents. An employees manager has the ultimate responsibility for supporting and sustaining development. As a result, skill sets for managers reflect this important responsibility. Many organizations now regard their support for individual development and skills upgrading as competitive advantages in attracting and retaining high performers. The pending retirements of many baby boom employees in the next ten years has necessitated the importance of retaining organizational memory and knowledge management through succession-planning programs. At the same time, a newer generation of workers has been educated and trained differently, thereby requiring training opportunities that are customized to match learning-style preferences. Both the organization and its employees want business-based outcomes that reduce cost. Training today is typically not measured as a stand-alone process. Measures of success are becoming more focused on trainings contribution toand integration withother human resource practices. Training must create visible bridges between skills building, core competencies, and performance management. Continuous learning implies that trainings mission is not to only close gaps but also to grow organizational capacity by preparing employees for emerging challenges. Todays trainers (and everyone is a trainer today at some point) inevitably operate in environments that present new challenges and opportunities. Nevertheless, they still must meet standards that have not changed, such as engaging participants, creating an environment that encourages learning, risk taking, practice, and checking for understanding. Most important, trainers must enhance organizational capacityone trainee at a time. This Train the Trainer workshop is for them.

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PART I: TRAINING TODAY Todays Organizations Todays Trainers Todays Learners Training TrendsThen and Now Learning Organizations Successful Training Criteria PART II: ALIGNING TRAINING WITH THE ORGANIZATIONS OBJECTIVES Linking Training to Business Needs Aligning Trainers with the Organization Training Needs Analysis Designing a Training Needs Analysis Using 360-Degree Feedback for Training Needs Analysis Core Competencies Developing a Training Curriculum Sunflower Analysis Workshops PART III: MAXIMIZING THE TRAINING INVESTMENT Budgeting for Training Budgets: Building a Case for More Training Peso Costs and Benefits of Training Alternatives to Training Training may not be the solution Stretching the Training Peso Using Consultants Workshops PART IV: DEVELOPING TRAINING PROGRAMS Designing for Global Diversity Training Program Design The DESIGN Process MethodologyChoosing the Right One The STAR Design Model Role Play: Design and Conduct Case Studies Training Materials Simulations Pilot Programs Workshops PART V: DELIVERY OPTIONS Technology: Choosing High-Tech or Low-Tech E-Learning

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Videoconferencing Self-Directed Learning Computer-Based Training PART VI: CONDUCTING TRAINING Preparation for Training Icebreakers Overcoming Nervousness Impact in the Classroom Using Audio Active training approach Videos: Using Them to Their Best Advantage Designing visual aids Dealing with Difficult Behavior Resistance to Training Keeping Trainees Focused Flip Chart Dos and Donts Overhead Projector Dos and Donts Experiential Activities and Exercises Presentation Skills Facilitator Dos and Donts Top 10 Tips for Trainers Humor Diversity in the Classroom Post-Course Evaluation Workshops PART VII: SPECIALIZED TRAINING COURSES Orientation Product Training Outdoor Training Conferences and Seminars PART VIII: EVALUATING THE IMPACT OF TRAINING ON PERFORMANCE IMPROVEMENT Targeting the Right Results Levels of Evaluation Measuring Training Results Auditing the Training Function Benchmarking PART IX: DEVELOPING TRAINERS AND FACILITATORS Train-the-Trainer Sessions Write a Trainer's Guide Trainer-led courses for blended learning Professional Development for Trainers and Facilitators Workshops

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PART X: SUSTAINING THE IMPACT OF TRAINING Managers Role in Supporting Training Coaching for Skills Development Individual Development Plans The Development Planning Meeting Making the Most of Development Planning Meetings Developmental Learning Activities Train-the-Trainer Sessions Professional Development for Trainers and Facilitators Workshops PART XI: TRAINER DEVELOPMENT PLAN Workshops

Optional: PART XII: GROWING ORGANIZATION CAPACITY Mentoring Best Practices Implementing a Mentoring Program Training and Orientation for Mentors and Mentees Career Planning Programs Promoting Career Self-Management Succession Planning Designing an In-House Succession Program Ten Ways to Take the Success out of Succession Planning Energizing High Performers Through Training and Learning Opportunities

http://jefmenguin.com

09274292986

inspire@jefmenguin.com