Job Duties and Tasks for: "Training and Development Manager"

Part 1. Duties & Tasks

Conduct orientation sessions and arrange on-the-job training for new hires. Evaluate instructor performance and the effectiveness of training programs, providing recommendations for improvement. Develop testing and evaluation procedures. Conduct or arrange for on-going technical training and personal development classes for staff members. Confer with management and conduct surveys to identify training needs based on projected production processes, changes, and other factors. Develop and organize training manuals, multimedia visual aids, and other educational materials. Plan, develop, and provide training and staff development programs, using nowledge of the effectiveness of methods such as classroom training, demonstrations, on-the-job training, meetings, conferences, and wor shops. !nalyze training needs to develop new training programs or modify and improve e"isting programs. #eview and evaluate training and apprenticeship programs for compliance with government standards. $rain instructors and supervisors in techni%ues and s ills for training and dealing with employees. Coordinate established courses with technical and professional courses provided by community schools and designate training procedures. Prepare training budget for department or organization.

Part 2. Job A tivities

Training and Tea !ing "t!ers -- &dentifying the educational needs of others, developing formal educational or training programs or classes, and teaching or instructing others. #uiding$ Dire ting$ and Motivating %ubordinates -- Providing guidance and direction to subordinates, including setting performance standards and monitoring performance. &oa !ing and Developing "t!ers -- &dentifying the developmental needs of others and coaching, mentoring, or otherwise helping others to improve their nowledge or s ills. "rgani'ing$ Planning$ and Prioriti'ing (ork -- Developing specific goals and plans to prioritize, organize, and accomplish your wor . &ommuni ating )it! %upervisors$ Peers$ or %ubordinates -- Providing information to supervisors, co-wor ers, and subordinates by telephone, in written form, e-mail, or in person. *stablis!ing and Maintaining +nterpersonal ,elations!ips -- Developing constructive and cooperative wor ing relationships with others, and maintaining them over time. +dentif-ing "b.e ts$ A tions$ and *vents -- &dentifying information by categorizing, estimating, recognizing differences or similarities, and detecting changes in circumstances or events. Making De isions and %olving Problems -- !nalyzing information and evaluating results to choose the best solution and solve problems. Provide &onsultation and Advi e to "t!ers -- Providing guidance and e"pert advice to management or other groups on technical, systems-, or process-related topics. T!inking &reativel- -- Developing, designing, or creating new applications, ideas, relationships, systems, or products, including artistic contributions.

Part /. %kills 0eeded for: "Training and Development Manager"

%peaking -- $al ing to others to convey information effectively. ,eading &ompre!ension -- 'nderstanding written sentences and paragraphs in wor related documents. +nstru ting -- $eaching others how to do something. Management of Personnel ,esour es -- (otivating, developing, and directing people as they wor , identifying the best people for the job. A tive 1istening -- )iving full attention to what other people are saying, ta ing time to understand the points being made, as ing %uestions as appropriate, and not interrupting at inappropriate times. Time Management -- (anaging one*s own time and the time of others. &riti al T!inking -- 'sing logic and reasoning to identify the strengths and wea nesses of alternative solutions, conclusions or approaches to problems. Persuasion -- Persuading others to change their minds or behavior. Judgment and De ision Making -- Considering the relative costs and benefits of potential actions to choose the most appropriate one. %ervi e "rientation -- !ctively loo ing for ways to help people

Part 2. Abilities 0eeded for: "Training and Development Manager"

"ral *3pression -- $he ability to communicate information and ideas in spea ing so others will understand. %pee ! &larit- -- $he ability to spea clearly so others can understand you. %pee ! ,e ognition -- $he ability to identify and understand the speech of another person. "ral &ompre!ension -- $he ability to listen to and understand information and ideas presented through spo en words and sentences. Dedu tive ,easoning -- $he ability to apply general rules to specific problems to produce answers that ma e sense. +ndu tive ,easoning -- $he ability to combine pieces of information to form general rules or conclusions +includes finding a relationship among seemingly unrelated events,. "riginalit- -- $he ability to come up with unusual or clever ideas about a given topic or situation, or to develop creative ways to solve a problem. Problem %ensitivit- -- $he ability to tell when something is wrong or is li ely to go wrong. &t does not involve solving the problem, only recognizing there is a problem. +nformation "rdering -- $he ability to arrange things or actions in a certain order or pattern according to a specific rule or set of rules +e.g., patterns of numbers, letters, words, pictures, mathematical operations,. (ritten &ompre!ension -- $he ability to read and understand information and ideas presented in writing.

Part 4. 5no)ledge$ *3perien e$ *du ation ,e6uired for: "Training and Development Manager"

Personnel and 7uman ,esour es -- -nowledge of principles and procedures for personnel recruitment, selection, training, compensation and benefits, labor relations and negotiation, and personnel information systems. Publi %afet- and %e urit- -- -nowledge of relevant e%uipment, policies, procedures, and strategies to promote effective local, state, or national security operations for the protection of people, data, property, and institutions. Administration and Management -- -nowledge of business and management principles involved in strategic planning, resource allocation, human resources modeling, leadership techni%ue, production methods, and coordination of people and resources. &omputers and *le troni s -- -nowledge of circuit boards, processors, chips, electronic e%uipment, and computer hardware and software, including applications and programming. *du ation and Training -- -nowledge of principles and methods for curriculum and training design, teaching and instruction for individuals and groups, and the measurement of training effects. &ustomer and Personal %ervi e -- -nowledge of principles and processes for providing customer and personal services. $his includes customer needs assessment, meeting %uality standards for services, and evaluation of customer satisfaction. 1a) and #overnment -- -nowledge of laws, legal codes, court procedures, precedents, government regulations, e"ecutive orders, agency rules, and the democratic political process. *nglis! 1anguage -- -nowledge of the structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar.