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Seb Anthony

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Training strategy

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I am attempting to write a Training & Development strategy document for the organisation that I have just joined.

Does anyone have a template, an existing strategy document, or advice on what I should include?

Many thanks
Cathie Wright

6 Responses

  1. Can I help?
    Cathie
    I work as a coach to managers and have recently assisted a large organisation in the creation of the strategy that they have installed for their L&D.
    In a past life I created strategies from scratch for two smaller firms.
    IF you WISH please feel free to call me on 07812 170391 for an initial chat.
    Rus Slater

  2. training strategy
    yes i have please call me on 01962 892658 and i’ll forward you a copy for perusal – its an ETD stratefy for the next training year
    regards
    Mike

  3. Training Strategy
    I am in a similiar situation to Cathie and would welcome any information that is sent to her being sent to me.
    Thanks in anticipation

    Keithley

  4. Strategy: Unified Training Program
    Our corporate training strategy, from a trainer’s standpoint, is distinctly cohesive. It consolidates the roles of Supervisor, Trainer, Mentor, Coach, (independent) Evaluator, and Mentee under the single focus of a strong employee Job Certification Program.

    A corporate General Instruction clearly defines both the separate roles, and the interworkings, of this closely knit Team.

    The GI starts the entire process with a Job Analysis, from which Job Objectives (including Standards) are derived, from which Training Objectives are derived, from which evaluations and employee Job Certification Objectives are ultimately derived. Those Objectives/Standards are then drilled down first to the Trainer level, then to the Mentor, and then to the Evaluator level, as the Mentee progresses in his Certification process.

    That approach works well also for curriculum development and ease of training, because each team member must at some time morph into roles of the other, first within his own role as, for example, the Trainer of course must train, but also occasionally mentors, coaches and evaluates, etc., etc., etc.

    Then as they advance through their careers, many Trainers become Mentors, then Evaluators, then Supervisors.

    While we have a different training course for each of these designations, the lessons learned at each earlier level are reinforced along the way, but with additional techniques introduced to fulfill the unique demands of each next level. As an example, the Mentor trains, but in a different fashion from the Trainer, and he Evaluates, but with different techniques from the Evaluator, etc.

    Repetition and reinforcement are always desirable training tools, but are especially useful in our multi-language environment.

    But unification, with a strong focus first on the Mentee’s Job Certification process, starting with clear directives from a GI, can be the key to a smoothly run program.

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