Developing a Training Plan

Élaboration d’un plan de formation


In the 1980s, training was considered to be an added cost, but today it is seen as an investment that enables companies to expand into new markets and use new technologies. In short, training is a way to meet strategic development objectives. It is in this light that one must understand the elevated payroll rates, in excess of 12%, that large companies allocate for training (and this explains their performance).

The return on investment has been proven in a series of financial and accounting studies.

Target audience

Training, human resources, business and department managers who deal with training.

Course plan

Day 1

Introduction: Training’s place in organization strategy

  • Strategic objective;
  • Operational objective;
  • Training objectives;
  • Positioning training activities within the development strategy.

Analysis: Analysing training needs

  • Methods to identify individual and group needs:
    • Questionnaires and interviews with the sponsor of the training project;
    • Skills management: analysis of individual and group disparities;
    • Other indicators of individual or group needs: performance evaluation, technological changes or strategic shifts.
  • Effect of training on:
    • Competence;
    • Motivation;
    • The work environment.
  • Feasibility study;
  • Strategic analysis;
  • Risk analysis.

The training activity: Responding to the need

  • Choosing the solution: classical training, structured learning, mentoring, self-learning.
  • The educational process:
    • Registration;
    • Participation;
    • Training activity;
    • Follow-up;
    • Assessment.
  • Designing the training activity;
  • Case study.

Day 2

The training plan: Planning the activities

  • The participants;
  • Planning;
  • Aids;
  • The training plan;
  • The training task sheet;
  • Integrating training activities into the improvement process;
  • Case study.

How to choose providers

  • Classification of training purchases.
  • Selecting providers:
    • Specifications;
    • Selection criteria;
    • Cost of training.
  • The training market;
  • Case study.

Performance and Assessment

  • Assessing training results and performance;
  • Capitalizing on knowledge;
  • Applying knowledge and developing skills;
  • Putting skills into use;
  • Typology;
  • Initial assessment;
  • Follow-up assessment;
  • Individual assessment;
  • Group assessment.


At the end of this course, participants will be able to:

  • Manage training as one of the investments that contribute to the achievement of the company’s strategic objectives and not as a mere expense;
  • Position the specific role of training within the change, improvement and skills acquisition processes;
  • Choose an analysis methodology adapted to the difficulties and circumstances;
  • Choose training strategies and methods that are appropriate for the target audience:
    • Concepts of pedagogy and andragogy;
    • Individual and group needs.
  • Manage the process of preparing training plans and services (planning, organization, training, performance measurement and follow-up).

The course focuses on the development of “classic” training plans, but includes an overview of other skill acquisition strategies so that the manager can select the best solution for the circumstance.


2 days.

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