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The need arises when one of the following circumstances exist:
 Introducing a specific new skill set for a targeted audience
A broad-based behavior shift in the organization is needed
Orientating selected individuals into a new hierarchical level,
with new responsibilities
Entrenching a way of thinking and operating
Accelerating the development of identified high achievers
On-boarding optimization is needed
Creating a networked critical mass of people at a certain
level
A need for a represented national specialist body of
professionals
These programs, because of the time, effort, and cost involved, need to be planned with extreme
care so as to ensure the intended results are achieved. There are definite steps to take that can
ensure a positive outcome with a large scale development initiative.
Establish Outcomes
After careful analysis of the environment, competency and development needs should be identified.
This will aid in defining the focus and clarifying who the internal target audience is. A decision
needs to be made whether entry selection criteria should be applied and what these criteria should
be. Target learners should be profiled. Defined outcomes will enable benchmarking measurements to
be made, and ensure that the training program is designed with the end in mind.
Identify Competencies
Core competencies need to be established. These are the competencies that will ensure the outcomes
are achieved. The definition of competencies can be delineated into the knowledge, skills,
behaviors, and attitude required. These competencies also need to be linked to the organization's
strategy to ensure that its future resource capability needs are met. The competency pieces can be
mapped against what currently exists, as well as what is still needed. A matrix can be utilized in
order to gain an overall perspective.
Distinguish Levels
Competencies can be further broken down into different levels of mastery. This ensures that
progression in development efforts can be made. The training program curriculum can then also be
focused on the desired level of capability. A two or three tiered differentiation can be made. The
base level can be referred to as essential, basic, or core. The second level can be termed
advanced, refined, extended, or accelerated. The final tier can be named mastery, elevated, honors,
or excellence. Sometimes a more pressing delineation to make for competencies is to distinguish
those related to the self, interfacing with others, and finally organizational system oriented
ones. However the competency levels are broken down, they need to be linked to identified target
audiences with regards roles, as well as the intended application.
Integrate with Existing Initiatives
Examine existing learning initiatives in the organization and determine which initiatives are no
longer relevant because they no longer support the strategies of the organization, and which
initiatives are currently addressing the required competencies and, therefore, need to remain.
Introducing relevant reinforcing messages or activities into existing initiatives, where
appropriate, can provide good traction for the identified new development outcomes. This helps
differentiate between what is being addressed to what still needs to be done.
Any new training program curriculum needs to address the gaps established to ensure the desired
outcomes are reached.
Include the Stakeholders
Recognize who can affect the training program and who can be affected by it. Highlight the key
leverage players and recognize their expectations. Then see which of these expectations can be met
by the program and what communications are needed in order to manage the met, or unmet,
expectations. Also decide on which stakeholders need to be involved in the design and delivery
stages of the program and what form their involvement needs to take. Communication with
stakeholders before, during, and after the training program is essential.
Create the Framework
Map each of the learning components so that the order of the development process is established and
the delivery pieces identified. Both the methods of delivery and the development support mechanisms
that are needed must be decided upon. The target audience's possible learning styles should also be
taken into consideration.
Organize the Logistics
Create a checklist of the actions to take before, during, and after a training program is
delivered. Think the initiative through to the finest delivery detail, as every detail counts to
reinforce and support the learning process and its impact. This includes the first point of contact
with participants and stakeholders through to the final communication needed. Design formatted
templates for the selection of candidates, the support action required from managers, invitations,
checkpoint emails, and briefings for venues and other service providers. Consider the positioning
of the training program through consistent branding and focused marketing. Constructing a project
plan to implement and manage the training program is an expedient move to make.
Deliver the Plan
Ensure the program and its development outcomes remain aligned to the strategic needs of the
organization. Then, throughout the implementation of the plan, keep people accountable, track
progress made, and adjust where necessary. Keep the lines of communication open with the
participants throughout the duration of the training program. Participants need to feel supported
in this endeavor.
Measure and Improve
For a training curriculum to have sustainable impact, benchmarking can be a part of a longitudinal
measure of results. Ultimately, it is about fit for purpose and measurements need to include a
level of self-reflection, as well as evidence of application and positive results in the
workplace.
Include application of principles learned to real situations or challenges in the workplace. Let
senior management critique recommendations, decisions, or plans and provide feedback. Think
carefully about the questions to ask as part of any measurement, and include opportunities to keep
improving the program.
If the program is not going to be repeated, consideration may go to videoing components of it and
using it as self-directed learning for new members of the target audience so as to keep impacting
the culture. If the program is to be an annual event, then thought needs to be given to optimizing
the energy generated from having multiple groups exposed to a similar learning experience.
Investing in your people, so as to bring about changes in behavior and to improve their identified
skill sets, is an investment in the future success of both your people and your organization. It is
well worth the energy to take the time to plan and deliver a training development curriculum with care, consistency, and a concerted effort
to bring about change.
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