This is the final post of this series and in it I thought I would go back a summarize the main points – basically giving you a check list for developing your training program and then give a framework for developing your program and the individual trainings in a single format.
- Building Your Training Program was an overview of the series with teasers about each section.
- Program Design was a two-part post that covered goals, resources, staff, and different formats for training.
- Identify Needs covered and reviewed how to run a needs assessment and review the results.
- Deciding on a Training Model gave information about three different training models, their strengths and weaknesses and what you should look for when choosing a training model for your organization.
- Evaluating Training gave some suggestions about evaluating your training program for improvement and future revisions.
The following is a skeletal outline you might consider using in your organization to develop your overall program and/or an individual class.
Name of Training Program / Subject
While your training program may not be looking for people to sign up because it will be required, you might as well try to instill some excitement in participants from the get go. To help with this give your program a name that is something compelling; something that will gain people’s interest and gets them excited (even if the training is required).
Training Need Justification
This is where you will provide the data from your needs assessment, the request from a supervisor, or the requirement that may have come from corporate or a governmental agency. It gives the reason why your company should invest the time and money in training.
Who in your organization will this training be developed for? Be as specific as possible by department, job duties or any other descriptor that applies.
Learning Objectives / Outcomes / Goals
Whatever term you use for this part of a plan this section should be about what the participants will be about to do after the training. This may also include the ROI (Return On Investment) on this training that the bean counters will look at to justify the money spent on your program generally or this specific training.
These are the models we talked about in post 5 about Deciding on a Training Model. Remember that Deciding on a Training Model gave information about the abstract versions and you will need to fill in the details for explanation – non-training professionals probably won’t have any idea what is included in the Analysis Stage of a training program or when it should happen.
Methodology / Format
This section will be how the content will be delivered – face-to-face, classroom, mentorship, just-in-time training delivered while participants are at their workstation. These choices will be dependent largely on the instructional design, budget, and the goals/objectives/outcomes. Take some time to plan and develop this section because you may be stuck t\with what you say here for a while.
Duration, Time, and Dates
If you are preparing an outline for a specific program, you will probably under estimate the time required to develop the content for a new training program and the time to process the evaluation data. Be sure to include as much time as you can for problems that will crop up as you work through your program.
While it is nice to have the best of everything to deliver your training, it probably isn’t realistic to expect that to happen. When developing your budget for a training department, try to spread the costs out over several projects so that the ROI on any single project does fall too dramatically. Watch how many one-use consumables you plan to buy and consider reusable materials. For example, perhaps you could buy a larger three ring binder and have participants add to the same blinder over several different programs instead of buying a different binder for each class. That way the cost has been spread out and a positive ROI is easier to reach.
Take a Ways:
These are things that we have learned in developing training over the last 20 years for a variety of participants and organizations. No two programs are identical so shape this as needed to fir your organization.
If you have anything other insights, please don’t hesitate to join in the conversation.