Training Management Maturity Model: A Management Tool for Assessing the Effectiveness of Training Systems and Planning for their Improvement, 3rd Edition
Business Performance Pty Ltd, July 2008, Pages: 47
Assess your organization's learning capability with this complete benchmarking and reporting package. How effective is your current training management system? What do you need to do to improve it? Find out with this best practice model and set of assessment tools. Use the model's unique four phased approach to determine where your organization is at on the road to training best practice and then go on to construct a roadmap for improvement.
The pack includes everything you need to conduct an evaluation, including assessment and reporting guide, customizable assessment form and analysis and reporting sheets.
Use this powerful best practice model and set of practical assessment tools to benchmark your current training management system. The model is centered on a uniquely structured four-phased improvement approach:
- develop effective training administration processes
- ensure the quality of delivered training programs
- formulate training plans linked to the organization's strategy
- focus on measurable organizational, team and individual performance
The assessment and reporting tools included in the package help you to determine your current training capability and to draw up a roadmap for future improvement efforts. Then use the assessment tools again at a later date to evaluate progress against your plan. The pack includes an eight step process guide and all of the tools you will need for all phases of the assessment, analysis and reporting process.
TRAINING MANAGEMENT MATURITY MODEL
1 Introduction
1.1 Purpose
1.2 Intended Audience
2 Training Management Systems Model
2.1 Training and Development as a System
2.2 Training System Constraints
2.3 Training System as an Enabler
2.4 Training and Development Processes
3 Training Management Maturity Model
3.1 The Four Levels
3.2 Linking the Maturity Model to Practice
3.3 The Maturity Model Matrix
3.4 Progressing Through the Levels
3.5 Maturity Model Themes
3.6 Key Practices
4 From Theory to Action
TRAINING MANAGEMENT MATURITY ASSESSMENT GUIDE
1 Purpose
2 Conducting an Assessment
2.1 Decide Assessment Scope
2.2 Decide Members and Assemble Assessment Team
2.3 Review Assessment Questions, Criteria and Rating Scale
2.4 Notify Stakeholders
2.5 Conduct Assessment
2.6 Enter Assessment Data and Analyze Assessment Ratings
2.7 Compile Assessment Report
2.8 Distribute Assessment Report
3 Reaching the Next Level
Leslie Allan has been assisting organizations improve their capability for over 20 years. He has contributed in various roles as manager, consultant and trainer within the manufacturing and service industries, both for public and private sector organizations. On the people side, Mr. Allan has set up and managed training functions for leading multinationals. His achievements include reducing online learning costs by 80 percent and increasing employee course completions by 540 percent. Taking an outcome focused approach to investing in training also led him to develop a best practice toolkit for measuring the effectiveness of training programs.
Mr. Allan's external and internal consulting roles have seen him lead successful projects in strategic planning, workplace communications, and quality and HR information systems. He is also a seasoned instructional designer and trainer, having taught programs in both vocational colleges and industry. Training programs that Mr. Allan has designed and delivered include the full gamut, from technical skills training to management and communication skills, team leadership, financial management and career planning.
On the process side, Mr. Allan has helped companies, small and large, improve their process capability. Managing 15 teams for one multinational manufacturer, he led the continuous improvement initiative, forming, training, coaching and motivating the teams to identify, map and improve their processes. His project management and facilitation skills were utilized in another national conglomerate to lead the design and implementation of a comprehensive document management system and the mapping and reengineering of core processes.
Mr. Allan is a prolific writer on business issues, with many journal and web articles to his credit. He is also the author of five books on employee capability, training and change management. Mr. Allan currently serves as Divisional Council Member for the Australian Institute of Training and Development and is a member of the Australian Institute of Management and the American Society for Quality.
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