The 7 Top Habits of HR Training Officers - [website] Email Print
Published: 12th of Jan 2017 by: Debbie Engelbrecht

We all know how tricky it can be to get 10 people in one room at any one time...

This is just one of the logistical problems that training officers are saddled with on any given day.

Add to that the last minute objections from operations managers with new deadline requirements and the financial manager’s need to keep the cash flow strong and suddenly your training coordinator needs contortionist skills similar to a “koeksister” to meet their own targets and goals.

With 16 years of training experience we at Staff Training have met with and experienced the woes of many HR and training officers who simply cannot get the job done in time. We have also seen those who do and from our personal experience those who do all have the following characteristics and behaviour:

1. They remain firmly focused on their own training goals.

This is achieved by completing a good GAP analysis together with the required committee and senior management input and they identify a firm focus for the upcoming training year. This vision is shared with the individual to be trained and buy-in is obtained from all stake-holders.

2. They have training agreements with the personnel.

This will include agreements such as “no show – you pay” or expected length of service after x amount of investment from the company.

3. They have firm cycles within which they work.

For example at the beginning of each quarter a training plan for the quarter is circulated giving all delegates a good few weeks notice of when and where the training will be, allowing those individuals to diarise and plan around the training.

4. They set the training dates unilaterally for quieter periods or they get the individuals to set the dates individually.

This allows for additional buy-in from the individual and for all operations management to plan around the event well in advance.

5. They have a strict “no interruptions” policy when training takes place on site, alternatively they book a venue away from the office.

This step maximises the delegates' concentration and attention on the day.

6. They utilise some form of follow up, holding the individual accountable for learning completed.

This step alone increased the ROI substantially

7. They acknowledge the amount of time it takes to complete the logistics of a training day. And plan well in advance.

From budget availability and timing to co-ordinating venues and attendance along with transport and catering or even course customisation.

© Debbie Engelbrecht

Debbie is the CEO of Staff Training, a soft skills training company offering more than 60 short courses including a suite of management and leadership options. Find out more here.

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