Training specialists must be experienced trainers, but much more as well. They must understand the business of the organization, including its strategic context, and the implications that this has for human resources.
In support of all of the above the training specialist must know how to use an HRMS effectively
The strategic/business plans of the organization should translate into the need for training through demand forecasting. The internal and external availability of skilled personnel, resources, etc., on right hand side of the model gets reflected in supply forecasting; that is, what is expected to be available.
Human resources/succession planning (block B3) along with knowledge of skills required to perform a job or jobs successfully (block A3), and knowledge about what skills exist or do not exist among employees (skill inventory - block C4) may be used along with training surveys of various kinds in training needs analysis to determine what training and development may be required (block B4).
Once training and development programs have been developed and implemented, procedures are required to schedule courses and attendees, to manage logistics issues, and to gather and store the results of training.
training costs, by student, per course, by organizational unit, etc.
numbers of employees trained by course, per year, by organizational unit, etc.
numbers of individuals requiring specific kinds of training and development
course evaluations by topic area, or by instructor
Training Management Info Need for Documentation
organizations to be able to demonstrate that they have taken all reasonable precautions to safeguard the health and safety of the public, clients, and employees.
organizations must ensure that their employees are trained to recognize health and safety hazard, and to take corrective action. It also means that employees must be trained to respond appropriately when accidents happen.
The organization may be liable if it cannot demonstrate that it took all reasonable efforts to ensure that staff were qualified for the responsibilities that the organization was respecting them to perform.
Why is it that the training management information systems are becoming increasingly important as modules of a larger HRMS, or as "stand-alone" systems? What skills do you feel that training specialists need to use such tools successfully?
What are some of the relationships and divisions of responsibility that should exist with regard to training information that should exist between training specialists and human resources management information personnel? For example: Who should decide what data to gather? Who should be responsible for data input? Accessing data? Preparing reports?