Training Management and Organisational Learning Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends Learning and Development Managers, Training Managers and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 9 Nov 2026 Course code SD-LD-167

Before you join: Participants should have experience supporting, coordinating, commissioning or managing workplace training, learning events or staff development.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Training functions are often asked to respond quickly to performance gaps, compliance requirements, technology changes and leadership priorities. Without a disciplined management approach, organisations can commission courses that solve the wrong problem, duplicate existing provision, fail to reach priority groups or produce little evidence of changed performance. Training managers need to connect learning investment to business outcomes while maintaining practical control over budgets, suppliers, schedules, records and quality.

This course examines the full training management cycle, from identifying needs through evaluation and organisational learning. Participants learn to distinguish training needs from process, resource and management issues; conduct stakeholder-based needs analysis; write measurable learning objectives; select suitable delivery methods; manage internal and external provision; and measure learning transfer. The course also addresses learning governance, knowledge sharing, communities of practice, succession-related development and the use of learning data for decision-making.

Teaching combines focused briefings with cases drawn from public services, financial institutions, NGOs and large employers. Participants work with needs-analysis evidence, programme specifications, budget scenarios, supplier proposals and evaluation data. They leave with a practical Training Management Toolkit containing templates and plans that can be adapted to their own function. The course is delivered over five days, from 08:30 to 16:30 each day, in classroom locations in 50+ cities or live online, with approximately 6.5 contact hours per day. Participants who complete the course receive a certificate of completion.

The course is suited to HR and learning professionals who already support training activity and now need stronger planning, governance, evaluation and organisational learning capability.

What you will be able to do

  • Conduct a training needs analysis using performance, stakeholder and workforce evidence
  • Write measurable learning objectives using Bloom's taxonomy and performance criteria
  • Design a training programme specification aligned to defined business and learner needs
  • Build an annual training plan with priorities, budgets, delivery schedules and ownership
  • Manage training suppliers through clear requirements, evaluation criteria and service controls
  • Apply Kirkpatrick evaluation levels and transfer measures to learning interventions
  • Establish organisational learning practices using knowledge-sharing and communities-of-practice methods
  • Produce a practical training management action plan for a current workplace priority

Benefits of attending

For you

  • Make defensible recommendations on whether training is the appropriate response
  • Prepare clearer programme briefs for internal teams and external providers
  • Manage annual learning plans with greater control over cost and priority
  • Present credible evaluation evidence to senior stakeholders
  • Build a practical route into learning management and L&D leadership roles

For your organisation

  • Reduces spend on training that does not address verified performance needs
  • Improves consistency of programme design, supplier selection and learner administration
  • Creates clearer evidence of participation, learning transfer and business contribution
  • Strengthens knowledge sharing after projects, incidents and major operational changes
  • Supports workforce capability planning through visible development priorities and ownership

Course modules

10 modules over 5 days

Participants can align training management responsibilities, priorities and governance with organisational requirements.

  • Training management cycle from demand analysis through evaluation and renewal
  • Business strategy translated into workforce capability and learning priorities
  • Governance roles using RACI for sponsors, managers, HR and providers
  • Learning policy components covering access, approval, records and quality
  • Training demand categories: compliance, performance, development and strategic change
  • Annual learning calendar aligned with operational peaks and mandatory deadlines

Participants can diagnose whether a performance issue requires training and define evidence-based needs.

  • Performance gap analysis separating knowledge, skill, motivation and process causes
  • Stakeholder interviews structured around expected performance and current barriers
  • Task analysis identifying critical actions, standards, errors and consequences
  • Root cause analysis using the five whys and fishbone diagram
  • Training needs matrix ranking audience groups by risk, urgency and impact
  • Data sources from audits, appraisals, incidents, customer feedback and productivity

Participants can specify targeted learning programmes with measurable objectives and suitable methods.

  • Bloom's taxonomy used to write observable learning objectives
  • Performance objectives defined through condition, behaviour and criterion statements
  • Audience segmentation by role, prior competence, location and language needs
  • Content sequencing from prerequisite knowledge to supervised performance
  • Delivery selection using instructor-led, digital, coaching and workplace methods
  • Programme specification covering scope, outcomes, assessment, logistics and responsibilities

Participants can build coherent curricula and role-based development pathways.

  • Competency frameworks mapped to role levels and critical work outputs
  • Curriculum maps linking modules, assessments, prerequisites and progression points
  • 70:20:10 model applied to formal, social and experiential development
  • Learning pathways for onboarding, technical certification, leadership and succession
  • Prior learning recognition methods using portfolios, observation and knowledge checks
  • Refresher intervals set through risk, regulatory requirements and performance data

Participants can plan and control training delivery, resources, costs and provider performance.

  • Training budget built from demand forecasts, unit costs and contingencies
  • Cost categories including facilitation, venues, travel, platforms and materials
  • Supplier request for proposal criteria covering capability, price and evidence
  • Provider scorecards measuring quality, attendance, responsiveness and contractual performance
  • Training administration workflow for nominations, confirmations, cancellations and records
  • Capacity planning using cohort sizes, facilitator ratios and room constraints

Participants can set quality standards for facilitated learning and learner support.

  • Adult learning principles applied to relevance, autonomy, experience and feedback
  • Facilitator observation checklist covering structure, participation, pacing and accuracy
  • Gagné's nine events used to sequence instruction and practice
  • Assessment methods matching recall, application, demonstration and workplace performance
  • Accessibility adjustments for participation, materials, pace and communication needs
  • Learner support communications before, during and after scheduled training

Participants can design transfer support that converts learning into sustained workplace performance.

  • Transfer climate assessed through supervisor support, opportunity and accountability
  • Pre-training manager conversations agreeing performance goals and relevant assignments
  • Action plans specifying application tasks, deadlines, evidence and review meetings
  • Performance support tools including checklists, job aids and decision guides
  • Peer learning groups structured around cases, commitments and follow-up
  • Post-training reinforcement through coaching, observation and spaced retrieval

Participants can evaluate learning interventions and report evidence for management decisions.

  • Kirkpatrick levels connecting reaction, learning, behaviour and results measures
  • Evaluation questions defined before delivery, aligned with intended outcomes
  • Pre- and post-assessments designed for comparable knowledge or skill evidence
  • Behaviour indicators collected through observation, manager review and work samples
  • Return on expectations method agreed with sponsors before programme approval
  • Learning dashboard combining participation, completion, assessment and transfer metrics

Participants can establish practical mechanisms for capturing and sharing organisational learning.

  • After-action reviews capturing intended results, actual results and lessons
  • Lessons learned registers assigning owners, actions and review dates
  • Communities of practice structured around common roles and recurring problems
  • Knowledge capture interviews preserving expertise before retirement or redeployment
  • Single-loop and double-loop learning applied to recurring operational failures
  • Psychological safety conditions supporting reporting, questioning and constructive challenge

Participants can prioritise training improvements and prepare an implementation plan for their organisation.

  • Training maturity review across strategy, design, operations, transfer and evaluation
  • Gap prioritisation using impact, feasibility, cost and stakeholder support
  • Implementation roadmap defining milestones, owners, dependencies and success measures
  • Change communications tailored for executives, managers, learners and facilitators
  • Risk register covering capacity, technology, supplier, data and adoption risks
  • Ninety-day action plan converting course methods into workplace improvements

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Training needs analysis template
  2. Programme specification template
  3. Annual training plan and budget model
  4. Supplier evaluation scorecard
  5. Kirkpatrick evaluation plan
  6. Ninety-day training improvement action plan

Who should attend

  • Learning and Development Managers — need to plan, govern and evaluate learning portfolios
  • Training Managers — manage training operations, providers, budgets and learner records
  • HR Managers — connect workforce development priorities with organisational performance requirements
  • Learning Coordinators — require structured methods for administering and improving training provision
  • Talent Development Specialists — build development pathways, transfer support and succession-related learning
  • Departmental Managers — commission targeted training and support learning transfer within their teams

Skills and tools covered

Training needs analysisProgramme designLearning operationsSupplier managementLearning evaluationOrganisational learning

Tools and standards

Bloom's Taxonomy, Kirkpatrick Model, 70:20:10 Model, RACI Matrix

How the course runs

Training methodology

The course uses short instructor briefings to introduce models, followed by case analysis, group decision-making, structured simulations and individual application planning. Participants assess training requests, diagnose root causes, draft programme specifications, compare supplier proposals, allocate a training budget and interpret evaluation results. Cases reflect common issues in regulated, public-sector, commercial and development organisations. Facilitated discussion tests assumptions about learning value, accountability and transfer. Participants progressively build materials for a current training management priority.

Requirements and prerequisites

Participants should have experience supporting, coordinating, commissioning or managing workplace training, learning events or staff development. Familiarity with basic HR processes, organisational structures and common learning formats is assumed. Participants should be able to interpret simple budgets, attendance data and stakeholder requirements. The course does not require prior qualification in instructional design, HR analytics, finance or procurement. It is not intended for people seeking an introductory explanation of what workplace training is; it assumes they need to improve an existing training responsibility or prepare for a wider one.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

You should have some experience of workplace training, HR development, learning coordination or commissioning courses. You do not need a formal L&D qualification or prior experience of instructional design.

Bring an example of a current training request, recurring performance issue or planned learning programme if you can share it appropriately. You will use it to shape your needs analysis, evaluation plan and implementation actions.

It suits training managers, L&D staff, HR managers, learning coordinators, talent specialists and departmental managers with responsibility for staff development. It is designed for professionals moving beyond event coordination into managed learning provision.

Instructional design courses focus mainly on creating learning materials and sessions. This course covers the wider management system: needs analysis, portfolios, budgets, providers, governance, transfer, evaluation and organisational learning.

The templates can be adapted for live training requests, provider reviews, annual planning and evaluation activity. The final module produces a ninety-day action plan with priorities, owners, measures and implementation risks.

Each day runs from 08:30 to 16:30 and includes about 6.5 contact hours. The ten modules move from strategic alignment and needs analysis through design, operations, transfer, evaluation, organisational learning and implementation planning.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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