What Does a Training Manager, Director, or Specialist Do?

Training and development managers and specialists conduct and supervise training and development programs for employees. Increasingly, management recognizes that training offers a way of developing skills, enhancing productivity and quality of work, and building loyalty to the firm.

Training is widely accepted as a method of improving employee morale, but this is only one of the reasons for its growing importance.

Other factors include the complexity of the work environment, the rapid pace of organizational and technological change, and the growing number of jobs in fields that constantly generate new knowledge.

In addition, advances in learning theory have provided insights into how adults learn, and how you can organize training most effectively for your adult learner employees.

Workplaces have also become more knowledgeable about how to develop employee skills more effectively in both external programs and using internal opportunities to help employees continue to grow their skills.

(Credit to www.about.com)

What is RBM?

Results-based management (RBM) is a management approach focusing more on defined, expected results rather than activities. It also focuses on performance measurement, learning and adapting, as well as reporting performance. All actors (people and organizations) who contribute directly or indirectly to the result, map out their processes, products and services, showing how they contribute to the result. This result may be a physical output, a change or beneficial effect (outcome), an impact or a contribution to a higher level goal. Information (evidence) of the actual results is used for accountability, reporting and feedbacking into the design, resourcing and delivery of projects and operational activities. RBM is a life-cycle approach to management that integrates strategy, people, resources, processes, and measurements to improve decision making, transparency and accountability.

Key steps:

  1. Assess: What is the current situation?
  2. Think: What caused it? Who is involved?
  3. Envision: What are we going to achieve?
  4. Plan: How are we going to do it? With whom? When? With what resources?
  5. Do: Get it done. How is it going? Do we need to adapt? How do we know that we are getting there?
  6. Communicate: How do we communicate performance and to whom?
  7. Review: What went well/badly? What can we learn for next time?

For a visually interesting and easy-to-understand video of the ideology behind RBM, you can click the following link – https://www.youtube.com/watch?v=1E8n_38GqDk&index=2&list=LLKXdIXCAuQ-TbKkuKoS-joQ