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How to write an award winning training plan

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The Burns Unit tlc
The Burns Unit tlc

Companies can spend huge amounts of time and money putting together the most complex and detailed training plan for their business. At The Burns Unit tlc we believe in pragmatism and adamant that getting it 80% right and doing is 100% better than getting it 100% right and never doing a thing! So I've shared my basic template for putting a plan together. It assumes a good understanding of the organisation, its culture and it's learning needs. It is then a useful template to put that into a simple presentation that your board will g.. you that makes sense... do it Or simply get in touch and we can give you hand!

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How to write an award winning training plan¡­ just ?ll in the blanks or get in touch XXth Xxxxxxx 20XX
1. Background & Observations 2 . Towards a L&D strategy 3. The plan 4. Questions AGENDA xxth xxx
1. Background and observations ? XXXXX has a strong commitment to Learning and Development and continues to make a signi?cant investment in this area ? The Burns Unit tlc has been asked to develop a Training Plan for 20XX that equips the business with new skills. ? Also the plan should endeavour to foster a greater feeling of one team by creating opportunities for shared learning across departments ? To produce an inspirational yet practical plan for people across the business that creates an impact and make L&D a force for XXXXXXXX ? Look to blend the L&D delivery with outside providers, our partners and with internal inspirational leaders
Initial observations and themes ? The Past: 20XX proved to be a year of great change with a new management team, some great new business wins and an enhanced focus on the business and the people ? The Present: A program for de?ning the new vision and a need to embed this new vision and culture. In addition an ongoing review to address a real need to transform skills and the internal processes to provide the best ideas and the best delivery in the most ef?cient ways possible ? The Future: Transforming skills and introducing new processes and getting ¡®the right people on the bus...and pointing the bus in the right direction¡¯ is never a quick process. L&D can provide an important and speedy opportunity to engage people and to equip individuals with many of the skills identi?ed by dept heads and the leadership team
An ongoing need to shift attitudes Await the future Make the future Look inwards Look outwards Process - People People - Process XXX XXX
But ultimately L&D is not just about courses and changing attitudes but enabling changes in behaviour....
2. Towards a L&D strategy ?The Challenge ?The Inspiration ?The Focus
To make the L&D plan become the ¡®Glue¡¯ for transforming skills and fostering great relationships by making XXX become the agency that XXX XXX XXX The challenge
The Inspiration *XXX Vision. October 20xx The agency that is XXX* for our clients *XXX plc L&D Vision. October 20xx The L&D plan that is XXX for our People* XXX xXXX plc L&D XXX xXXX plc
The Focus By providing learning opportunities, coaching and experiences that create an organisation full of individuals with the right craft, business and culture skills...that will enable us to be XXXXX
Three guiding principles 1. Senior management engagement 2. Keep whole business involved 3. Do less things brilliantly, not loads of things poorly
3. The plan ?The plan exploits opportunities where different departments can come together for universal skills ?There is also a budget for speci?c requests from Departments and individuals ?And we include some of the successful programs from 20XX ?A blend of internal inspiring leaders and outside expertise Don¡¯t blame me, the Plan was rubbish!
Structure: Four key questions I. What skills do we want to develop? II. Who do we want to develop? III. Who develops them? IV. Budget & Next steps?
I. What skills do we want to develop? Craft Skills To do your job Business Skills To understand business People Skills To inspire your people
To nurture Peak Performance Business Skills Craft Skills People Skills The key to Peak Performance
Peak Performance is critical at all levels and disciplines People SkillsBusiness SkillsCraft Skills 8 Years + 1-3 Years 4-7 Years
A core plan across departments: ?xxx two day residential courses ?xxx 1 day and half day courses run in the of?ce ?xx Brainfood and xx sessions with internal or keynote speakers ?IPA and other Trade Association quali?cations ?Reserve for misc courses and Conference requests Constructing the right plan
Draft 20XX Plan People SkillsBusiness SkillsCraft Skills Cr XXXX? XXX XXXX XXX XXXX? XXXX Quali?cations and Misc Dept activity XXXX? XXX XXXX XXX XXXX? XXXX XXXX? XXX XXXX XXX XXXX? XXXX 8 Years + 1-3 Years 4-7 Years
The 20XX Training Plan TBC Core: Residential 2 days Core: 1 day & Half Day IPA Quali?cations Speci?c Dept requests Q1 Q2 Q3 Q4
II. Who do we want to develop? ?From junior to senior people ?People we value but need to inspire ?People who inspire but need guidance in speci?c areas ?Specialists who need core skills to perform their role The Best and those who have the potential to be the best
III. Who develops them? Internal ¡®Yodas¡¯ For more than 800 years, the diminutive green being has trained Jedi Knights in the ways of the Force. External Expertise Delivered or Sourced by: The Burns Unit tlc? Company Y Course X Company X Course Y Company Y Course X Company X Course Y Company Y Course X Company X Course Y
Internal Yoda¡¯s Name XXXXX Course CXXXX? XXX XXXX XXX XXXX? XXXX Name XXXXX Course B Name XXXXX Course A
Externally led Courses Residential Courses: xxx In the of?ce: xxx
IV. Budget & next steps? Task Cost ? Core Plan IPA & Quali?cations Account Handling Creative Planning Technology and delivery Reserve & Speci?c requests Total* *Excludes The Burns Unit tlc planning fees
Next Steps 1. Agree plan with Leadership team and Dept Heads 2. Agree dates for internal and external courses 3. XXXX to con?rm delegates for all future sessions with Dept Heads and invites to delegates
4. Questions
Thank you very much
? 2017 The Burns Unit tlc The Burns Unit tlc 18 Sherington Avenue, Pinner, HA5 4DT. Registered Of?ce: Audit House, 260 Field End Road, Eastcote, Middlesex HA4 9LT. Registered in England and Wales. Company Number 6828043. VAT Registration No. 947 8752 62. Call Paul Burns on: +44 208 421 1202 or +44 777 1940 332 Or drop me an email at paul.burns@me.com

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How to write an award winning training plan

  • 1. How to write an award winning training plan¡­ just ?ll in the blanks or get in touch XXth Xxxxxxx 20XX
  • 2. 1. Background & Observations 2 . Towards a L&D strategy 3. The plan 4. Questions AGENDA xxth xxx
  • 3. 1. Background and observations ? XXXXX has a strong commitment to Learning and Development and continues to make a signi?cant investment in this area ? The Burns Unit tlc has been asked to develop a Training Plan for 20XX that equips the business with new skills. ? Also the plan should endeavour to foster a greater feeling of one team by creating opportunities for shared learning across departments ? To produce an inspirational yet practical plan for people across the business that creates an impact and make L&D a force for XXXXXXXX ? Look to blend the L&D delivery with outside providers, our partners and with internal inspirational leaders
  • 4. Initial observations and themes ? The Past: 20XX proved to be a year of great change with a new management team, some great new business wins and an enhanced focus on the business and the people ? The Present: A program for de?ning the new vision and a need to embed this new vision and culture. In addition an ongoing review to address a real need to transform skills and the internal processes to provide the best ideas and the best delivery in the most ef?cient ways possible ? The Future: Transforming skills and introducing new processes and getting ¡®the right people on the bus...and pointing the bus in the right direction¡¯ is never a quick process. L&D can provide an important and speedy opportunity to engage people and to equip individuals with many of the skills identi?ed by dept heads and the leadership team
  • 5. An ongoing need to shift attitudes Await the future Make the future Look inwards Look outwards Process - People People - Process XXX XXX
  • 6. But ultimately L&D is not just about courses and changing attitudes but enabling changes in behaviour....
  • 7. 2. Towards a L&D strategy ?The Challenge ?The Inspiration ?The Focus
  • 8. To make the L&D plan become the ¡®Glue¡¯ for transforming skills and fostering great relationships by making XXX become the agency that XXX XXX XXX The challenge
  • 9. The Inspiration *XXX Vision. October 20xx The agency that is XXX* for our clients *XXX plc L&D Vision. October 20xx The L&D plan that is XXX for our People* XXX xXXX plc L&D XXX xXXX plc
  • 10. The Focus By providing learning opportunities, coaching and experiences that create an organisation full of individuals with the right craft, business and culture skills...that will enable us to be XXXXX
  • 11. Three guiding principles 1. Senior management engagement 2. Keep whole business involved 3. Do less things brilliantly, not loads of things poorly
  • 12. 3. The plan ?The plan exploits opportunities where different departments can come together for universal skills ?There is also a budget for speci?c requests from Departments and individuals ?And we include some of the successful programs from 20XX ?A blend of internal inspiring leaders and outside expertise Don¡¯t blame me, the Plan was rubbish!
  • 13. Structure: Four key questions I. What skills do we want to develop? II. Who do we want to develop? III. Who develops them? IV. Budget & Next steps?
  • 14. I. What skills do we want to develop? Craft Skills To do your job Business Skills To understand business People Skills To inspire your people
  • 15. To nurture Peak Performance Business Skills Craft Skills People Skills The key to Peak Performance
  • 16. Peak Performance is critical at all levels and disciplines People SkillsBusiness SkillsCraft Skills 8 Years + 1-3 Years 4-7 Years
  • 17. A core plan across departments: ?xxx two day residential courses ?xxx 1 day and half day courses run in the of?ce ?xx Brainfood and xx sessions with internal or keynote speakers ?IPA and other Trade Association quali?cations ?Reserve for misc courses and Conference requests Constructing the right plan
  • 18. Draft 20XX Plan People SkillsBusiness SkillsCraft Skills Cr XXXX? XXX XXXX XXX XXXX? XXXX Quali?cations and Misc Dept activity XXXX? XXX XXXX XXX XXXX? XXXX XXXX? XXX XXXX XXX XXXX? XXXX 8 Years + 1-3 Years 4-7 Years
  • 19. The 20XX Training Plan TBC Core: Residential 2 days Core: 1 day & Half Day IPA Quali?cations Speci?c Dept requests Q1 Q2 Q3 Q4
  • 20. II. Who do we want to develop? ?From junior to senior people ?People we value but need to inspire ?People who inspire but need guidance in speci?c areas ?Specialists who need core skills to perform their role The Best and those who have the potential to be the best
  • 21. III. Who develops them? Internal ¡®Yodas¡¯ For more than 800 years, the diminutive green being has trained Jedi Knights in the ways of the Force. External Expertise Delivered or Sourced by: The Burns Unit tlc? Company Y Course X Company X Course Y Company Y Course X Company X Course Y Company Y Course X Company X Course Y
  • 22. Internal Yoda¡¯s Name XXXXX Course CXXXX? XXX XXXX XXX XXXX? XXXX Name XXXXX Course B Name XXXXX Course A
  • 23. Externally led Courses Residential Courses: xxx In the of?ce: xxx
  • 24. IV. Budget & next steps? Task Cost ? Core Plan IPA & Quali?cations Account Handling Creative Planning Technology and delivery Reserve & Speci?c requests Total* *Excludes The Burns Unit tlc planning fees
  • 25. Next Steps 1. Agree plan with Leadership team and Dept Heads 2. Agree dates for internal and external courses 3. XXXX to con?rm delegates for all future sessions with Dept Heads and invites to delegates
  • 28. ? 2017 The Burns Unit tlc The Burns Unit tlc 18 Sherington Avenue, Pinner, HA5 4DT. Registered Of?ce: Audit House, 260 Field End Road, Eastcote, Middlesex HA4 9LT. Registered in England and Wales. Company Number 6828043. VAT Registration No. 947 8752 62. Call Paul Burns on: +44 208 421 1202 or +44 777 1940 332 Or drop me an email at paul.burns@me.com