Overview

The knowledge, skills and guidance managers need to become true learning leaders.

Now more than ever, a versatile, well-trained workforce is critical to an organization’s success. Written for managers from a wide range of functional areas, this course gives any manager responsible for training the tools to help employees learn more, perform better, and work smarter. This comprehensive, up-to-date guide targets the roles necessary to manage training and learning in an organization: champion, builder, performance consultant, supporter, administrator, and keeper of the budget.

Filled with expert information and real-world scenarios, this new Self-Study course uses diagrams, charts, exercises, and a collection of tools for training delivery to help managers anticipate and solve a broad range of training challenges—for their own departments or for the entire organization.

How to Manage Training: Facilitating Workplace Learning for High Performancedelivers the knowledge, skills, and guidance managers need to become true learning leaders.

Course Objective: Develop the skills to manage training, facilitate workplace learning, and enhance organizational effectiveness.

Selected Learning Objectives

• Develop a sample business plan for training

• Deliver learning experiences in a wide range of formats

• Create programs for peer-to-peer assistance and collegial problem solving

• Foster coaching and mentoring in the workplace

• Promote learning and training opportunities at all levels in the organization

Table of Contents

About This Course

How to Take This Course

Pre-Test

1. Champion ofWorkplace Learning 1

Introduction

Jenn, the Office Manager

Characteristics of a Workplace that Values Learning

All Employees Have Access to Training

Both Formal and On-the-Job Learning Are Evident

Training Is Directly Related to Improving Job Knowledge and Skills

Establishing a Training and Learning Mission

Setting a Forward Direction

Defining Priorities

Stating Your Mission

Linking Training and Learning to Business Goals

Linking Training to Core Business Areas

Basics: The Four-Phase Training Process and the Three Categories of Learner Needs

The Business Plan for Training

Communicating the Training and Learning Message

Streamlining the Process: Workplace Models and Tips

External Promotion

Recap

Review Questions

2. Builder of a Learning Culture 35

Introduction

Precision Ball’s Stability Paradox

Planning and Implementing a Learning Strategy

Planning a Learning Strategy

Documenting the Plan

Making It Work for Individuals

Making It Work for Organizations

Leveraging the Power of Diversity

Creating Equal Opportunity for Learning

Building In Creativity and Innovation

Guidelines for Flexibility

Workforce Training for Creativity and Innovation

Above All, Get the Boss(es) Involved!

Encouraging On-the-Job Learning

The Computer and Learning

Coaching and Mentoring

Getting the Most Out of E-Learning

Techniques for Encouraging Self-Study

Team Learning

Understanding the Four-Phase Training Process

Phase 1: Assess

Phase 2: Design

Phase 3: Deliver

Phase 4: Evaluate

Management versus Development

Recap

Review Questions

3. Performance Consultant 73

Introduction

Defining the Gap Between What Should Be and What Is

The Agency’s “Vision Thing”

Working with Performance Standards

Performance and Ethics

Performance Standards for Processes

Performance Standards for Individuals

Focusing on Causes for Poor Performance

Focusing on Solution Interventions

Firming Up the Relationship between Performance and Training

When Training Is Not the Solution

Guidelines for Using Training as the Solution

Sharing the Performance Technology Model with Learners

Using Performance Standards to Facilitate Transfer of Training

Recap

Review Questions

4. Support 99

Introduction

One Supermarket’s Commitment to ADA

Facilities and Personnel Resources

Training and Learning Spaces

Equipment and Supplies

Print Materials

Presentation Materials

Professional and Support Personnel

Training the Trainer

Preparation

Executive as Presenter

Monitoring, Feedback, and Follow Up

Monitoring Performance

Giving, Receiving, and Using Feedback

Follow Up: Making Training Stick

Supporting Career Development

Recap

Review Questions

5. Administrator 125

Introduction

Administering Training that Mattered at Cybernautics

Serving a Changing Workforce

Facilitating Internal Networking for Learning

Balancing Training and Functional Responsibilities

Recruitment, Negotiation, Alignment of Goals

Places to Look for Maximum Impact

Guidelines for Going Outside

Getting the Most Value from Outside Seminars

Managing Per Diem Trainers

Learning Management Systems

Training Project Management

How to Assess Quality in Training Projects

Recap

Review Questions

6. Keeper of the Budget 141

Introduction

Who’s Your Boss?

Cost Center or Profit Center?

The Training Operation as a Cost Center

The Training Operation as a Profit Center

Budget and Accounting for Training and Learning

Productivity

Return on Investment

The Make or Buy Decision

The Request for Proposal

Vendor/Consultant Contract

Recap

Review Questions

APPENDIX A: Sample Business Plan for Training

APPENDIX B: Format for a Learning Strategy Document

APPENDIX C: Tools for Training Delivery

Bibliography

Post-Test

Index