The new role of the firm training director

Note: The following article is reprinted with permission by Boomer Consulting.

By Julie Kirsch
Director of Learning Services
Reznick Group, PC

What does it really mean to be in the field of talent development? True talent development goes far beyond the role of training manager, compliance tracker, course developer or trainer. The role has morphed into that of the strategic partner, process improvement specialist, meeting facilitator, interviewer and consultant, advocate for employees and, finally, the “champion of effective change.”

Training directors need to think of themselves as strategic partners. As such, they must contribute to the development and completion of a firm-wide business plan and objectives. The strategic partner is knowledgeable about the work structure and processes in which employees are most able to succeed and contribute. This partnership impacts learning services such as performance development and appraisal systems, career and succession planning, and employee development.

As an employee advocate, the training director must have strong knowledge about who the firm’s employees are and their pushes and pulls.

What keeps them interested and motivated?
What type of work do they like or dislike?
What benefits do they wish they had?
What educational needs do they have / want, and which ones do their supervisors want them to have?
What motivates your firm’s employees to work, contribute, and remain successful and happy?

The training director as advocate and champion

The advocate is responsible for working with the human resources team and executive leadership to develop methods and processes for setting goals, communication and empowerment through responsibility and ownership. The training director as advocate provides ideas on employee development opportunities, organization development interventions and approaches to problem-solving, and creates opportunities and an environment to provide feedback.

The nature and culture of the accounting industry requires the training director to become a champion of effective change. Knowing about change and being able to help execute successful change make the training director a valued member of the organization.

The training director contributes to the firm by constantly assessing effectiveness of work practices. To promote the overall success of his organization, he or she champions the firm’s mission, vision, values, goals, standards and processes.

Putting it into practice

You may be wondering, “This all sounds so nice, but how do I put it into practice? How can I be a champion of change in my own environment?”

Think about new technology that your firm is rolling out. What is the technology? Attend initial meetings and become a part of the implementation team.

Attend events, meetings and training programs.
Assist in selecting super users and trainers.
Be present at end user calls and forums.
When it is time for rollout, educate your team.

Sit in on classes and give feedback and evaluation information on behalf of the instructors and materials. Help the implementation team in the improvements. Be available for the employees to answer questions.

The training director as consultant, interviewer and meeting facilitator

Learn how to do it like consultants — conduct business based on needs analysis. Ask the team members what they see as the problem and how they think it can be solved. Do not mention the word "training" yet. Discover their pains, then address similar issues and discuss best practices – both theirs and those of other teams.

Next, use the ADDIE or consulting model; work with these professionals to design events using the most effective training media and delivery methods. Think new, but do not lose the old. While some more experienced professionals crave new platforms and technology, even the youngest employees benefit from the old standard delivery of live instruction. Work with the team to continuously evaluate and improve products and services by having check-up meetings or calls.

As a compliance specialist, make sure you are consistently adhering to standards and regulators, and be sure to bring this to the project team’s attention. Show them how you know and understand their jobs, and show your commitment to ethics, responsibility and professional behaviors.

Tell them how you can help streamline learning across the organization and why it is important to do so. Finally, always clearly communicate strategies, activities and results. Do this by sending an agreement on the work you intend to do with/for them. Follow up on questions, concerns and deliverables in writing. Schedule brainstorming sessions to work through the details. Once the event or program is completed, send copies of evaluation forms, get a statement from the instructors in writing and save results in a file.

Conclusion

So what are the questions to ask to be a successful performance consultant and talent developer?

Identify the strategic problem: What is wrong? Who believes this is a problem?
Measure the problem and its impact: What is the business goal? How far off is the firm from reaching that goal?
Define the problem: Is it management? The entire organization? Is it a lack of skills? A lack of standards or processes?
Development and deployment of solution: Is it a training issue? Coaching? Performance management? Documentation? Discipline? Process change?
Measurement and feedback: Did they take it? Did they learn? Did it make an impact? How can the firm improve?

To wrap it up: Find a way to partner and “sit at the table” with managers and senior decision makers. Identify appropriate learning and development initiatives. Manage the learning programs. Consistently measure and improve programs and events over time. Share your results. And most important, enjoy the fruits of your efforts!

Julie Kirsch is director of learning services for Reznick Group, PC. She has worked in the field of learning and professional development for more than 12 years. During this time, she has specialized in consultation, leadership and talent development, and continuing professional education compliance. During her time with Reznick Group, her focus has been on the direction of the firm’s learning and professional development organization.

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