What Does a Training Manager Do?

Training manager is a higher-level title in the human resources management grade dedicated to the organization of training activities. Simply put, the trainer is the lecturer and the training manager is the organizer. Of course, the training manager also has a part-time trainer, which is not contradictory.

Training Manager

Training manager is a higher-level title in the human resources management grade dedicated to the organization of training activities. Simply put, the trainer is the lecturer and the training manager is the organizer. Of course, the training manager also has a part-time trainer, which is not contradictory.

However, the professional division of labor is generally maintained. The training manager is mainly responsible for the overall arrangement of training courses, such as venues, trainees, and lecturers.

Chinese name

Training Manager

Foreign name

Training Manager

Abbreviation

TM

Duties

Coordination of training courses

In order to adapt to changing market demands and challenges, personnel in every position of the company must continue to learn. However, when should people in various positions learn, what and how to learn, and how to achieve good results and low costs, etc., these are very professional issues.

Therefore, the company handed the package of related questions to the training manager.

1. The role of the trustee: The training manager is entrusted by the senior management of the enterprise to take charge of the study of the enterprise.

2. The role of a supporter: The fundamental purpose of setting up a training manager is to encourage employees to learn to improve the company's competitiveness and

In some large-scale enterprises, most of them will have a training manager position. Even if there is no manager, there will also be a training commissioner position. In fact, regardless of the manager or commissioner, their functions are mostly the same, and they are all engaged in the enterprise. Training management, providing strategic support for human development. However, due to the lack of their own capabilities and the lack of positioning, the training managers of many enterprises have mostly been reduced to "chicken ribs"-tasteless and unfortunately abandoned. All they can do all day is to issue training notices and statistical training. The basic work of data does not have any right to speak at all, which puts myself and the training in trouble, and it is impossible to smoothly provide sufficient training support for the overall human development. In fact, a good training manager must have the following basic capabilities.

I. System thinking ability

In enterprises, training is a strategic management method. Training must be carried out around the company's strategy and based on practical issues, which is what people often say is "What is missing and what is added." However, the enterprise problem is a high set of "points, lines, and areas". There are both problems with "points" and problems with "lines". They are more problems at the entire system level, and even many "points." The root cause of the above problems is "face", that is, "the problem comes from the system side, and no problem exists independently." Therefore, the training manager must stand at the height of the entire company when conducting training planning, so that it is possible to improve training performance.

System construction and maintenance capabilities

In management, there is a saying called "system guarantees success". Therefore, establish an internal management system and implement

According to the company

The career prospects of training managers are very promising. Its broadness comes from the following three aspects.

First of all, there are more opportunities for training within a company than for other professions. The first is that training managers have more opportunities to access the latest management concepts, management knowledge and management methods, and are the first beneficiaries of management knowledge and skills. two is,

It mainly includes the following six aspects:

"Providing motivation for the company's development and building a platform for the growth of talents" is the training philosophy of most of our enterprises. How to ensure the effectiveness and efficiency of training activities is the most concerned issue for enterprise leaders, and it is also the most headache and difficult problem for training managers at all levels of the enterprise. Avoiding training risks, standardizing management processes, and constantly improving the quality and effectiveness of training are the eternal themes of my course.

Confusion one: the positioning of the training program is not accurate, the purpose is unknown, and the object is not clear

Problem analysis: "Why people's problems are a fundamental problem and a principle problem". Regardless of the nature, level and content of corporate training activities, we must first solve and deal with the problems of "for whom training" and "for whom training". In other words, for which unit and department does the training program work? Who are the participants? What is the relationship between the two?

Evidence from the case: This is a strategic issue of right and wrong. You must not "follow your interests, rely on your feelings, and follow the trend", such as training programs to pat your head; training content to pat your chest; training instructors to pat your shoulder; pat your butt pat after training. Ordos Electric Power Bureau's "Edian University Lecture Hall" for managers at all levels of enterprises and "Effectiveness Training Camp" for professional technicians and production skills personnel have been fully demonstrated and carefully evaluated.

Perplexity 2: Training managers' work is weak, unruly, disorderly, and inefficient

Analysis of the problem: I asked "training personnel with a system and managing affairs with a process" to request training of management personnel and standardize training management. In other words, regardless of the size of the enterprise, a comprehensive training management system should be established to regulate the training management of the enterprise and ensure the effectiveness and efficiency of training activities.

Case proof: "ISO10015 Quality Management Training Guide" (GB / T19025) is the main basis of our enterprise training quality management. To this end, the State Grid Corporation of China issued a document entitled Interim Measures for the Quality Management of Training Projects of the State Grid Corporation of China (State Grid Human Resources [2006] No. 206). Many state-owned enterprises have established training management systems. In recent years, I have done a lot of training and consulting in power supply, power generation, metallurgy, automotive, manufacturing, civil aviation, coal, tobacco, finance, communications, petroleum and other enterprises.

Perplexity 3: Training needs analysis and evaluation are considered the biggest difficulty in training management

Problem analysis: The difficulty of training is that it is difficult to accurately understand the organizational needs of the enterprise and the individual needs of the participants; the ease of training makes it easy to impart its own knowledge, skills and experience to the participants. Resolving the "difficulty" can enhance the pertinence and effectiveness of the training; still insisting on "easy", it may destroy the "Great Wall" by itself and make it difficult to maintain its vitality. To make matters even more difficult is the review of employees' existing capabilities.

Case proof: "Democracy and Introspection Law" is my weapon in determining training needs. It is direct, democratic, practical and effective. Its most important feature is that for all corporate customers who have heard my course, most training managers use it. This method is especially used in the power supply branches of the provincial, municipal, and autonomous power companies of the State Grid Corporation.

Puzzle 4: How to select, purchase, train, and use internal and external training instructors is the most important link in designing and planning training programs

Problem analysis: The trainer is the implementer and implementer of the training plan, the trainer is the person who masters the training method, and the trainer is the decisive factor in implementing the operation training activities. Therefore, increasing the selection and training of internal trainers, and strictly selecting and purchasing external trainers are the top priorities of corporate training management.

Case proof: choose and purchase external trainers not to look at its dazzling variety of titles, nor to its once glorious work background, let alone its incredible number of teaching days, and its astounding What is the high pay of course? Of course, it is the three practical principles of training, teaching, practicality, and effectiveness; the key to selecting and training internal trainers is the ability to develop courses first, followed by the ability to control the field and the ability to express language. This is how I differ from other trainers.

Confusion No. 5: Where are the difficulties and priorities in developing training courses for production skills personnel?

Problem analysis: job standards and job responsibilities are the main basis for the development of training courses. Therefore, the effective traction or transition of job standard requirements to training courses is the focus and difficulty of corporate trainers, not language expression or field control. ability.

Case proof: To this end, the State Grid Corporation of China has specially issued the "Specifications for Vocational Skills Training of Production Skilled Personnel" and the "Guidebook for the Application of Vocational Skills Training Specification for Production Skilled Personnel," in order to increase curriculum development efforts. This is also the focus of my training of internal trainers. Jiangsu Provincial Electric Power Company's production skills training center has taken the lead in this regard.

Puzzle 6: How to mobilize the enthusiasm and enthusiasm of the employees of the company?

Problem analysis: Although the training of state-owned enterprises is limited by its systemic, institutional, institutional, and structural limitations, as a training manager and trainer, there are still ways to induce enthusiasm and enthusiasm of employees. That is, the participants must see their benefits before the training; the participants must get their benefits during the training; and the participants must use their value after the training.

Case proof: My course always adheres to this concept in the face of corporate training managers or corporate trainers. The benefits of the course must be made visible to the participants before training. One must be visible, the other must be touched, the third must be counted, and the fourth must be matched. The benefits of the course must be given to the participants during the training. Understand, two to learn, three to practice, and four to remember; the value of the course should be used by trainees after training, one must be available, two must be done, three must be done well, Fourth, we must see results.