Introduction
The programme “Managing and Organizing Internal Training Programs for Trainer Development” develops professional practice in Training and Learning. It connects the subject with workplace challenges by examining existing evidence and practices and choosing methods appropriate to the organization and its available resources.
The learning progresses from training design and measurement of learning transfer to professional communication, negotiation, and conflict management, with practical work on procedure analysis and work simplification, performance, competency, and individual development management, data analysis and decision support. Participants prepare outputs to support workplace application and review the quality and results of implementation.
Learning objectives
- Design a training intervention that begins with a performance gap and ends with evidence of application in an application related to “Managing and Organizing Internal Training Programs for Trainer Development”.
- Redesign a procedure to reduce delays and rework while maintaining controls.
- Build a performance agreement, feedback process, and development plan tied to specific gaps.
- Turn available data into documented analysis that supports a specific professional decision.
- Select a communication and negotiation approach that addresses interests and preserves professional relationships.
Learning areas
1. Training Design and Measurement of Learning Transfer
- Analyze performance gaps at organizational, job, and individual levels, and verify that training addresses a cause related to knowledge or skill.
- Write observable learning objectives, define entry requirements, and link each objective to a training activity and assessment evidence.
- Build a sequence of content, activities, and practical cases, balancing explanation, experimentation, and feedback within the available time.
- Select suitable learning methods, face-to-face delivery, and digital learning, and ensure accessibility, material quality, and delivery instructions.
- Design pre- and post-learning assessments and a follow-up plan with the line manager to measure application and identify additional support needs. The application examines a case related to “Managing and Organizing Internal Training Programs for Trainer Development”.
2. Procedure Analysis and Work Simplification
- Define the procedure's start, end, owner, inputs, and outputs, and collect data on processing time, waiting, and rework.
- Map the actual workflow between roles, identifying approvals, handovers, bottlenecks, and duplicate data entry.
- Analyze the value added by each step and the controls it provides, and propose combining, removing, or running steps in parallel with reasons for the choice.
- Document the improved procedure with clear authorities, forms, timelines, and standards, and review its effects on beneficiaries and delivery teams.
- Test the procedure on a limited case, measure time, errors, and output quality, and document adjustments and the rollout plan.
3. Performance, Competency, and Individual Development Management
- Translate unit objectives into agreed individual results, specifying weights, success criteria, and sources of performance evidence.
- Define competencies using observable levels and behaviors, and connect assessment to role requirements without broad personal judgments.
- Conduct a follow-up discussion covering achievements, obstacles, and required support, and record facts and commitments professionally.
- Analyze performance gaps to distinguish causes related to skills, procedures, resources, and motivation, and select an intervention suited to the cause.
- Prepare a development plan with practical tasks, support, and review dates, and monitor the transfer of learning into actual work results.
4. Data Analysis and Decision Support
- Frame an analytical question linked to a specific decision, and define the unit of measurement, time period, and data needed to answer it.
- Check data quality for completeness, accuracy, consistency, and duplication, and document cleaning steps and limitations on reliance.
- Select appropriate comparisons, indicators, and charts, and distinguish statistical correlation from causal explanations of results.
- Interpret results in the work context, test assumptions and unusual values, and present alternatives and their associated uncertainty.
- Prepare an analytical report containing the finding, recommendation, data source and date, review owner, and next follow-up step.
5. Professional Communication, Negotiation, and Conflict Management
- Analyze the communication objective, audience, context, and sensitivity, and select the channel, message, and timing to support the intended result.
- Practice listening, checking understanding, and questioning, and distinguish facts from interpretations and personal assumptions.
- Identify the parties' interests, limits, alternatives, and comparison criteria, and prepare a list of negotiable points.
- Handle objections and disagreements by reframing the problem, generating alternatives, and documenting agreements.
- Simulate a communication or negotiation situation, assess message clarity and response quality, and plan improvements for subsequent practice.
Practical outputs
- A needs analysis, concise learning package, and application evaluation plan.
- An improved procedure map, service profile, and acceptance criteria for implementation.
- A performance agreement card, individual development plan, and review session guide.
- A dashboard and decision memo explaining the data, assumptions, and alternatives.
- A communication plan, interests matrix, and actionable negotiation scenario.
Who should attend
- Practitioners, specialists and supervisors whose work relates to the programme subject.
- Managers and teams working in training and learning, according to their practical responsibilities.
- Professionals responsible for applying the outputs of “Managing and Organizing Internal Training Programs for Trainer Development” within their organizations.
Prerequisites
- Working familiarity with the programme field and the ability to discuss a professional case or challenge.
- Confirm the suitability of your experience and any specialist prerequisites with the Union before participation.
Conclusion
The programme “Managing and Organizing Internal Training Programs for Trainer Development” brings together concepts, case review and a practical application. Participants prepare steps that can be adapted to their responsibilities and organizational resources, with an indicator to follow application and review results after returning to work.
Participation arrangements and any special requests are specified in the confirmation issued by the Union.