The Training Manager's Quick-Tip Sourcebook: Surefire Tools, Tactics, and Strategies to Solve Common Training Challenges
December 2002, Pfeiffer
- Build a solid training business plan
- Sell your training plan to management
- Conduct a quick and accurate needs assessment
- Compute training costs and ROI
- Understand and use e-learning in the most appropriate way
- Translate training into performance improvement
- Expand your training department's reach in thoughtful and innovative ways
Chapter 1. Planning.
Developing Your Vision Statement.
A Five-Step Business Plan.
What's Your Budget for That?
How to Build a Business Case for e-Learning.
How to Develop a Training RFP.
Chapter 2. Diagnosis.
What Methods, When.
A Quick, Consultative Approach to Needs Assessment.
What If the Problem Isn't You?
Taking the "Pulse" of Your Training Programs.
How to Use Research to Avoid "Snake Oil" Training.
Chapter 3. Selling Your Training.
Seven-Step Process for Selling Your Training Programs.
Getting Management Off the Bench.
Three Steps to Take Training from the Periphery to Business Partner.
Chapter 4. The True Costs of Training.
Glen Head's Thirteen Steps to Analyzing Student Training Costs.
The Five Most Effective Training Cost-Control Strategies.
Chapter 5. Training Return on Investment.
True ROI: Going Beyond Smile Sheets.
A Five-Step ROI Process.
Three ROI Pitfalls.
Comparing the ROI of Classroom Versus Online Training.
Measuring the "Soft" Results of Training.
Measuring the ROI of Management Training.
Chapter 6. E-Learning.
Three Criteria That Will Tell You When e-Learning Will Work.
Five Things to Consider Before You Consider e-Learning.
How to Get Support from Your IT Department.
How to Assess the Cost of e-Learning.
Use the Distance Learners' Bill of Rights to Make Learners "Stick".
Tips to Ensure e-Learning Transfer.
What's an LMS, and Do You Need One?
Case Studies of Successful e-Learning Initiatives.
Chapter 7. Performance Improvement.
The Five Principles of Successful Human Performance Technology.
Gloria Gery's "TurboTax" Model for Performance Improvement.
Best Practices in Performance Improvement.
Performance Support in Practice.
Chapter 8. Expanding Your Reach.
Training and Knowledge Management.
Should You Join a Training Consortium?
Coaching and Mentoring.
What If You Train People Before You Hire Them?
How to Do Your Training on Someone Else's Dollar.
Chapter 9. Training That Means Business.
New-Hire Orientation-Your First Shot at Training.
Training as a Recruitment Tool.
Training's Role in Employee Development.
Training's Role in Preventing Employment Litigation.
Diversity Training as a Competitive Strategy.
How to Evaluate Online Safety Training.
Measuring the Effectiveness of Violence Prevention Training.
How to Avoid Discrimination in Training.
Chapter 10. Five Strategies for Running a Small Training Department (Carol P. McCoy).
Establish Credibility and Build Support for Training.
Determine Priority Training Needs and Focus Training on High-Impact Areas.
Determine the Best Resource Strategy and Manage Resources Wisely.
Develop the Right Skills to Manage a Small Training Department.
Avoid Common Pitfalls.
About the Authors.
The Institute of Management and Administration (IOMA) publishes a broad range of high-quality products for business professionals. Each of the products serves two purposes: to improve the efficiency of subscribers and to enhance the financial performance of the firm or organization.
"This is an essential resource book for executives and line managers as well as trainers. It's a clear, compelling set of formulas for getting high performance business results from training programs." -- Julian Moody, founding partner, Orion West
"This book is clear, well-written, and full of practical ideas and real-world examples. The section that tells the trainer how to tie training activities to the company's value chain is worth the price of the book. I was particularly impressed by the discussion of pre-employment training. This is a little-used but very valuable strategy that benefits both the employer and the employee." -- Tom Cody, director of human resource development, San Antonio Community Hospital