No Image Available

Seb Anthony

Read more from Seb Anthony

googletag.cmd.push(function() { googletag.display(‘div-gpt-ad-1705321608055-0’); });

Setting up an internal training programme?


Our new MD has tasked me with setting up a new internal training programme (to be implemented in november) and I am seeking some advice on where to start! The programme will cover approx 300 staff and will aim to cover credit risk & marketing specific skills in addition to general management skills.

Can anyone provide any guidance on this? Any ideas would be much appreciated!

suzie rodgers

3 Responses

  1. Advice
    There a 7 main rules to creating a new ITP.
    (1) Are you competent enough to facilitate these subjects? If no, is there an internal person who can do this? If no, seek external help.

    (2) Use productivity/financial reports to determine where they are now. Once you have completed the training, if the productivity has increased or costs have decreased you are looked upon as a major contributor. Believe me, I have done this on every occassion where there is a positive difference and I have reaped the rewards.

    (3) Conduct a Training Needs Analysis (TNA) – It’s no point training staff on things they know. Find the gaps and train on these. Training must be tailored to meet competencies and excel performance.

    (4) Develop the learning outcomes and competencies required that have been described by the business. Use Job descriptions, Interviews with their managers etc. Develop a Training Plan and Schedule.

    (5) Structure the training using adult learning principles. Be creative in your delivery and assessments.
    Make sure you sign off the content and training plan with the stakeholders.

    (6) Use the Kirkpatrick evaluation Model to evaluate the effectiveness of the training program

    (7) Follow up with coaching/mentoring – newletters, seminars etc.

    Any questions, please email me at [email protected]

  2. The flexible approach
    Kon has given the formal approach to developing an internal training programme. I’m not going to argue with it, but give an alternative approach which is less formal but more flexible.

    At a well-known consulting & technology firm, I’ve built internal training programmes branded as Masterclass and EXPRESSTRAIN. Masterclass are usually one-off events on a specialist area (a particular presentation technique, a company service line, a sales technique for specific circumstances etc).
    Masterclasses are given by internal and external experts within certain rules (90 mins max, little powerpoint etc) and are advertised by posters, Outlook meeting requests and emails. The Masterclass model would be right for aspects of credit risk and marketing specific skills.
    EXPRESSTRAIN is a small number of courses on general skills such as writing, speaking, managing etc. These courses are run regularly at various company sites, presented by internal employees and always lead to a specific action chosen by the participant. The EXPRESSTRAIN model will suit your general management skills.
    I feel the formal analysis is not needed in the Masterclass subjects (you already know what needs to be done) or the EXPRESSTRAIN courses (general management has been picked over for generations!)
    Happy to discuss – 0870 904 5846.

  3. Sounds like you need Trainers’ Library
    It sounds like you’ve taken on a daunting, but potentially exciting task.

    One online tool that you should seriously consider utilising is Trainers’ Library ( Trainers’Library gives members access to hundreds of pre-tested training exercises and modules, including detailed trainer’s notes and participants handouts. There are other tools to help you get started too -including a TNA toolkit that will help you identify the organisation’s learning needs.

    Hope this helps.



Get the latest from TrainingZone.

Elevate your L&D expertise by subscribing to TrainingZone’s newsletter! Get curated insights, premium reports, and event updates from industry leaders.

Thank you!