Gordon Lippitt has identified four roles for training managers in modern organizations:   learning specialist and instructor . administrator of training and development staff and programmes . information coordinator. internal consultant to the management of the organization.

1. Role of T&D officer

2. Prepared By
Kindly restrict the use of slides for personal purpose.
Please seek permission to reproduce the same in public forms and presentations.
Manu Melwin Joy
Assistant Professor
Ilahia School of Management Studies
Kerala, India.
Phone – 9744551114
Mail – manu_melwinjoy@yahoo.com

3. Role of T&D officer
• Gordon Lippitt has identified
four roles for training
managers in modern
organizations:
– learning specialist and
instructor .
– administrator of training
and development staff and
programmes .
– information coordinator.
– internal consultant to the
management of the
organization.

4. Role of T&D officer
• Now the focus has shifted
significantly towards the last two of
the roles listed:
– the training manager as
information coordinator:
• managing and monitoring
contractor relationships
• enabling and evaluating line
manager effectiveness in
developing their staff
• coordinating an organization-
wide skills development
effort.

5. Role of T&D officer
– the training manager as internal
consultant:
• Identifying skill development
needs for the future
• advising on staff development
methods and best practice
• evaluating and improving the
bottom line effectiveness of the
organization’s training and
development effort
• This is the new profile which
training managers will need to
match as they help to steer their
organizations into the new
millennium.

6. Internal Trainers
• “For organizations with their own training
group, an internal trainer will front up on
training day and deliver the training material.
Internal trainers may already know some of
the people they are training, so their ability to
engage and personalize the material is much
greater.

7. External trainers
• External trainers can be hired when internal
trainers are not available, or when the material
requires a depth and breadth of expertise that
calls for someone special. Remember, however,
that internal trainers have a different outcome in
mind than external trainers. For internal
trainers—at least the good ones—the outcome is
greater understanding and competence for the
employees at the organization. For external
trainers, the outcome is to deliver the class and
get paid well.“