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Role of the Training Manager?


Hi There

I'm a Call Centre based Training Designer and see my next career move being that of the Training Manager (hopefully!)

I have my own ideas as to what this entails and I've been researching, mainly on the web, on what the exact job desription/requirements/key skills are - and i've found there to be a frightening variance.

Can anyone either point me in the right direction, assist me in defining what his role SHOULD entail.


Donnie MacRae
Donnie MacRae

5 Responses

  1. Managing a Training Function
    Which could include people, resources, marketing, training, administration, operations, TNA’s, post-training survey’s, planning, organising, running training. I don’t think that there is a limit to what a training manager’s role can do – the only problem is how the company that you work for views the expression “manager” and what this means in terms of levels of status within the company – personally this is the biggest issue!

  2. Agree with above
    I agree with Lynn (above). The important thing is to make sure you are heard and valued in the structure. Often in adverts which I have seen, Training manager == trainer!!You should be managing and supporting the work of these staff, however trtraining is organised in your situation

  3. Working through others
    I am a Call Centre Training Manager. I think it is important to remember that a job description, whilst it gives you guidelines to you role, you should also look to develop it which will develop yourself in the role at the same time.
    In managing the training function I work through the Team Managers in this call centre and create the attitude that training is a process not just Trainers running events and doing all the coaching for them! They all attend any Training Activities the Advisors attend and they are encouraged to hold regular sessions (coaching / counselling / mentoring)to follow-up on these events. I facilitate a monthly performance meeting with Team Managers to help them plan these sessions and talk through any Performance issues they may have in their team.I have created an Open Consultancy culture between myself and the Call Centre Team Managers thorugh these performance meetings which means I am not fire-fighting and ‘doing all the training’ for them.
    My responsbilities can then be more proactive in improving Performance Areas i.e. re-designing Call Standards to continue to upskill the Call Centre Agents.

    My approach may not be what every Training Manager works to but I hope you find it thought provoking.

    Good luck


  4. Training Manager (fact or fiction)
    I’m in complete agreement with the comments already made,the role of training manager seems to be, in the eyes of others, as a posh title for senior trainer. If only this was the case. The only advice I can give you Donnie (apart from don’t – you crazy fool) is to develop your own KPIs and department mission statement and e-mail it to everyone in your organisation. For what it’s worth I can give you an example, but be prepared to be regarded as a fruit loop!.
    *An ability to think strategically
    *A clear vision of the future of your company and the contribution of T&D to creating that future
    *Energy & enthusiasm for training and your company
    Add to this list based on your own characteristics.
    Neutrality – leave the decisions about organisational needs to those who get paid for it. Your role is to facilitate and provide professional services to aid the implementation process
    Problem oriented – focus everyone on the problem (you may be regarded as Mr fix-it)
    Non – prescriptive – examine & advise don’t make decisions which rightfully belong to others (be strong!)
    I see my role as linking the development of people to the business objectives of my company,to design training to meet those objectives and to evaluate the subsequent benefits.
    The hardest part is changing the culture of your organisation especially at senior management level (oddly enough!) so be prepared to be unpopular.Good luck and enjoy.

    You’re right – it’s a confusing field!!

    My views are:

    * Keep all your efforts focused on improving performance (Mager’s book on ‘What every manager should know about training’ is good for this)

    * Keep in with the line and as far up the organisation you can get

    * Work as a consultant not a deliverer, and show how interventions OTHER than training are better/cheaper/quicker!!

    Good luck from someone who made too many mistakes in the areas above as an internal T&D Manager!!


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