The real trick in framing a training calendar is to get to the real needs of employees and managers. A common complaint I hear at the end of the year is HR staffs spending a lot of time and resources delivering a calendar with hardly anyone turning up to the various sessions.
Be careful to focus on real training needs and not training "wants". Yes, ask supervisors, managers and employees what training they feel they need. But don't stop there. Here are some other important sources of information for you to examine as you construct your organization's training calendar:
-employee performance appraisal documents
-organization’s strategic planning documents
-organization/department operational plans
-organization/department key performance indicators
-customer complaints
-critical incidents
-quality data
I have more information on
assessing training needs at http://www.businessperform.com/workplace-training/training_needs_analysis.html Make sure that every item you put on the calendar is going to return more to the organization than it costs.
As you compile and format your training calendar, think carefully about the information that needs to be presented. There is no fixed format for a calendar; however, the calendar should answer the following questions:
What training is being delivered – title, description
When is the training being delivered – date, time, frequency, duration
Where is the training being delivered – location
How is the training being delivered – delivery mode: lecture, workshop, elearning
Why is the training being delivered – learning outcomes/competencies delivered
Who is delivering the training – internal trainer, external vendor
And don’t forget to include details on how to register and contact details.
I trust this helps.
Les Allan
Author:
From Training to Enhanced Workplace Performance
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