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Challenges of training managers Training managers are subject to several challenges which need to be met often within the

parameters of reduced training budgets. The technical challenge is to keep up-to-date with changes in legislation, company policy, new methods of training delivery and new subject matter (especially in Information Technology) The strategic challenge is to monitor and respond to expected changes in skill requirements, and to deliver training which provides demonstrable, measurable bottom line results, both short and the long term. The professional challenge is to keep up-to-date with changing practice, to manage ongoing continuing professional development, and to ensure that the organizations trainers and line managers are informed and practised in applying the best in training ideas and methods. Gordon Lippitt has identified four roles for training managers in modern organizations: 1. learning specialist and instructor 2. administrator of training and development staff and programmes

3. information coordinator 4. internal consultant to the management of the organization. Traditionally, the activities of training managers have focused primarily on the first two of these roles. As the need to contract out training projects and to equip managers with staff development skills has increased, so the focus has shifted significantly towards the last two of the roles listed:

the training manager as information coordinator: o managing and monitoring contractor relationships o enabling and evaluating line manager effectiveness in developing their staff o coordinating an organization-wide skills development effort. the training manager as internal consultant: o identifying skill development needs for the future o advising on staff development methods and best practice o evaluating and improving the bottom line effectiveness of the organizations training and development effort