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Drawing up a training plan

The process of drawing up a training plan is part of company life. It requires systematic questioning and prior reflection on its implementation in order to lead to training measures that meet the company's needs.

The training plan structures and organises training projects for company employees both from a qualitative and quantitative point of view, and includes information on the training objectives, groups, length and budget as well as the trainers.

It is a training management tool, and represents the operationaland budgetary expression of the resources allocated to the development of individual and collective skills within the company.

  • From an operational point of view it sets out what is going to be done, forecasted actions and their objectives and, where possible, expected outcomes.

  • From a budgetary point of view it determines the financial resources provisionally allocated to the implementation of training projects.


Luxembourg legislation on continuing vocational training requires the company to provide qualitative and quantitative data on its training plan in order to benefit from financial support from the State.

Essential steps

1. Review
  • Carry out a review of what has been done previously in terms of employee training within the company. This involves determining the objectives, the staff numbers targeted/not targeted, training courses that have been a success/failure, training providers used, investment etc.

2. Strategic priorities
  • Consider the strategic priorities in the management training policy that will have an impact on the training plan.

    Examples of priorities:
    Training on working methods: new tools, new technology, new processes,
    Adaptation and integration training: change of or removal of certain positions, integration of new employees,
    Technical training: Consolidation of expertise, trades,

    Sales training: strengthen your sales team.

3. Training needs
  • Identify training needs, in other words determining the gaps that need to be filled between the required or desired skills and the acquired skills.

4. Training objectives
  • Turning training needs into training objectives, in other words into planned new skills. These skills can be observed from effective conduct in a work situation.

    E.g.
    Mastering communication in customer relations

    Using word processing resources to their full potential to draft reports.

5. Conciliation
  • Conciliate between the training that needs to be prioritised and the optional training or training that can be postponed until the following financial year, according to the available budget.

6. Training projects
  • Turning the chosen training objectives into training projects. The training project must include the content of the training, the target group, the length, the draft programme and the budget. The training objectives sought through the training course must be worded in operational terms, i.e. "be capable of...".

    E.g.
    Be capable of completing the co-funding request forms


    The training objectives are objectives used by trainers to create, conduct and evaluate their training sessions.

7. Training solutions
  • Research the most suitable "training solutions" according to the type of needs, the available budget and the company's training culture, e.g. internal training, purchase of catalogue training, purchase of bespoke training, self-directed learning etc.

    In addition to its search engine, the lifelong-learning.lu portal provides the option to send for free personalised training calls for tender to the training providers who are members of the portal. Further information

8. Validation
  • Approval of the chosen solutions by management and line managers.

9. Organization
  • Organization of planning.

10. Official presentation
  • Put the plan together for an official presentation to management and staff (via a joint committee, or a staff delegation for companies of 15 or more employees).

11. Implementation
  • Implement and manage the training plan: launch the planned training projects, sort out the informational logistics, follow up the allocated budget and the fulfilment of the plan.

12. Assessment
  • Carry out the assessment and the report. This involves checking whether the training objectives have been met, which implies that no assessment is possible without predefined objectives.

 

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