Description
The job of training manager is evolving profoundly. It's about developing skills, supporting change, and anticipating profound developments in professions. This means less legal and administration, more field approach, more design of innovative solutions for learning. And this in the context of the reform of the professional training system in 2018, the digitalization of the economy, new work organizations... The Training function is at the heart of building performance and tends to cover the entire field of development of individual and collective skills. This cycle will allow you to acquire all the key professional know-how of this function. The dimensions 'posture', communication', 'change support' are addressed throughout the cycle. The legal content is updated as the texts are published. Intersessional work and exchanges between participants enrich everyone's experience, and facilitate transposition into a work situation.
Who is this training for ?
For whom ?
Training manager. Training Manager. Human Resources Manager in charge of training.
Prerequisites
Training objectives
Training program
- Situate your activity in the legislative and conventional context after the 2018 reform
- Identify the new players in the professional training system: Opco: scope and missions; Roles of France Compètences and professional branches.
- Identify the training systems accessible to employees: training plan ; CPF and CPF for professional transition.
- Identify the training financing mechanisms: according to the size of the company according to the targeted mechanisms: plan, CPF co-investment, Pro-A, contract; professionalization, learning.
- Respecting the employer's obligations in terms of employee employability.
- Scenario A common thread, which facilitates the appropriation of the legal rules. applicable.
- Articulate the training policy and skills development with the company's challenges
- Identify the major challenges of your company/ entity.
- Rely on a Forward-looking Employment and Skills Management approach.
- Define the training orientations, in line with the strategic orientations of the company: Consult the CSE on training orientations.
- Scenario Diagnose the major challenges of a company/entity Write the orientation note. training.
- Define and implement the skills development plan (e.g. training plan)
- Identify the possibilities and the interest of negotiations on the training policy.
- Define a process for developing the plan adapted to the size, organization and context of the
- Define the content of the plan: rely on the new definition of the training action.
- Costume and arbitrate the annual plan. on the plan.
- Remote activities
- To discover a subject related to training: an
- expert 'Can we motivate people to learn?'.
- Qualify the need and develop the specifications
- Ask the right questions.
- Define the criteria for success.
- Define the training system
- Identify the different training modalities.
- Anticipate the cost, and the conditions for success of each type of system: face-to-face, distance learning, training in a work situation.
- Locating yourself in the distance training environment: LMS: typology, functionalities and selection criteria.
- Mapping of stakeholders.
- Integrating the different versions of distance training : modules, videos, virtual classes, COOC ...
- Integrating Training Actions Into Work Situations (AFEST)
- Mixing the different modalities, face-to-face and remotely. .
- Launch a call for tenders and select a service provider
- Launch a call for tenders and select a service provider
- Professionalize internal training
- Professionalize internal training
- Validate training materials
- Validate the training materials
- Manage the deployment of the system
- Scenario Use a decision support matrix to best integrate multimodality into your training systems.
- Remote activity
- To benefit from the contributions of an expert: an
- expert 'Train adults, yes, but how do they learn?' ; a
- expert 'The ROI of training'.
- Finding your way through the certification system
- Identify the different types of certifications.
- Distinguish between certification and qualification. a reference.
- Argument the interest of a certification, for the company and for employees
- Use the different levels of evaluation wisely
- Evaluate satisfaction; acquired knowledge; transfers in the work situation.
- Evaluate the monetary and intangible impacts.
- Highlight the return on expectations and return on investment.
- Define the evaluation process Build the appropriate tools.
- Analyze the results. Propose corrective actions.
- Student work based on real evaluation reports.
- Develop the training function dashboard
- Distinguish between process indicators and results indicators.
- Define alert thresholds and objectives.
- Communicate on results.
- Define your action plan as a training manager
- Define your action plan as a training manager
- Remote activity
- To reinforce your learning and share your field practices: a virtual class.
- Evaluation of acquired knowledge
