The aim of a training program is to develop employee skills in order to optimize the relation between each individual and the job requirements of the position they hold. This, however, has to be done in compliance with the global goals set by the company’s organizational strategy.
Moreover, it is the company’s strategic goals and orientations that set the priorities of any development policy. The development of the staff’s employability thus contributes to corporate sustainability, which represents the main goal of any training (or "employee development") process. Indeed, the final goal of any training program is not simply to develop some individuals' skills, but rather to develop their skills in an organizational context.
Ideally, organizational development should rely on 3 strongly interdependent concepts that make up the pillars of every HR development policy: Management Development programs (guidelines), Management by Objectives (guidelines) and Training programs.
The resources that have to be managed in the context of the management of any development process are of 3 types:
Moreover, the diverse training methods employed (job rotation, coaching, seminars, e-learning, etc.) should take different elements into account, such as the training’s mission and goals, as well as the programs’ contents and the participants’ level of command.
An employee development process (illustration) should follow very well-defined steps, as shown in the annexed document. The design of a development plan should indeed only take place after an assessment phase that includes the following elements:
Please note that the development process' timeline will differ depending on whether you are dealing with skills that relate to knowledge, know-how or behavior. Moreover, every development process should integrate a continuous communication process that can be broken down into two parts: the internal communication process (for trainers and experts who are internal to the company, as well as the participants) and the external communication process (for external trainers).
When designing a training program, a particular attention should also be paid to the identification of the players who will take part in the development process, as well as to their respective responsibility assignments. In order to achieve an efficient coordination, you will also need to appoint:
Finally, the monitoring of the training program should allow clarifying and adjusting both the participants’ and the trainers’ perceptions and/or expectations as to what the roles of the different players and the final goals of the training program should be (feedbacks from the trainers, coordination with the hierarchy in relation with the assessment of the participants' progress, etc.).
Here is the example of a training program (sample) the aim of which is to develop the management skills of a target group of team leaders. After an assessment phase (Module 1), the following modules are adjusted to meet the development needs that have been identified for this specific group of managers.
As a complement, here is a sample table that may be used for the monitoring of corporate training programs (case study). It allows, among other things, to efficiently monitor budget spendings, whether of the company as a whole, or for a department, a team, etc. Such tables can easily be created in Excel, for example.