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Path to Becoming a Training Manager

Posted by Langevin Team on 11/5/18 5:36 PM
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Training managers typically come into the instructional world following one of two paths. In one case, a person advances within the training department, perhaps acting as a subject-matter expert, then a training analyst, then a trainer, then an instructional designer and, finally, with a broad background in training skills, the trainer moves into the training manager position. On the second path, a person with a track record for effective management, possibly with no training background, becomes the training department manager or director. Both paths have their own challenges.

 

In the first situation, a trainer must get up-to-speed as a manager. In the second instance, a manager must quickly get to know the training world.

 

The trainer who becomes a manager needs a mentor in the complicated world of organizational politics. The mentor may be the outgoing training manager, a senior member of the department, the person the new training manager reports to, or some other colleague within—or external to—the organization.

 

What might a new training manager discover or discuss with the mentor?

  • Working relationships at the management level within the organization.
  • Insights into key personalities within the organization, especially of the person the new training manager will be reporting to.
  • Common problems for new managers.
  • Budget development.
  • Status of ongoing projects and priorities at a strategic level, as well as within the training department.

 

The new training manager, without a training background, needs to be brought up-to-speed on the world of training, the areas identified above, and so much more. Again, a mentor might be the outgoing manager, a training department member, or the person they are now reporting to. Their discussions might include:

  • Alignment of training department mission statement and priorities with the organization’s mission and objectives.
  • Departmental politics.
  • Existing training budget.
  • Relationships within the department.
  • Existing or required training department policies.
  • Role of training within the organization.
  • Major functions and capabilities of the department.
  • Collaborative nature of training within the organization and within the department.
  • Timelines associated with instructional design or delivery.
  • Needs analysis process.
  • When to say “no” to a training request.
  • Personalities of the training department members.
  • Personnel challenges within the department.
  • Resources to draw upon to further various training department projects.

 

In either case, the new training manager has a lot on his or her plate. Getting up-to-speed on new responsibilities means a busy time with focused energy and the goal to get off to a good start.

 

To learn how to create and manage a high-performance training function and how to align training with organizational needs to deliver cost-effective, first-class training, check out The Successful Training Manager workshop.

 

Training Competency Assessments Guide




Tags: managing training

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