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TAP Certificate in Leading the L&D Function

L&D is becoming far more strategic than ever before and important business and regulatory drivers are now leading many organisations to take employee training more seriously. At the same time, the rapid pace of business change demands constant monitoring and review of the L&D strategy. All of this is making the effective leadership of an L&D function highly important, yet also challenging.

Leaders are expected to help define, absorb and communicate strategic changes to their teams and to sustain team motivation and capability against a background which frequently involves organisational restructuring. They are also expected to adopt new learning technologies, operating models, procedures and processes, often without a great deal of support. They are expected to operate best-practice L&D processes and report results in a form that is meaningful to senior leadership team.

What's included in the course?

  • Pre-course work
  • Evening work
  • Assessment

What the delegates will learn

  • Understanding the role of an L&D Leader
  • Developing an L&D Charter
  • Improving quality standards
  • Delegating
  • Developing an L&D strategy
  • Managing risk in a changing environment
  • Managing performance
  • Delivering efficient solutions
  • Evaluating effectiveness

Next steps

  • Designing a Business Driven L&D Strategy
  • Digital Transformation
  • Managing Learning Transfer

Who is it for?

Any L&D Manager with responsibility to deliver on the training strategy. It will be particularly useful for recently appointed L&D Managers.

Select specific date to see price, venue and full details.

Learning Objectives

Delegates will be able to analyse their own L&D function to identify actions they can take to increase its effectiveness and efficiency in the following areas:

  • Quality
  • Strategy
  • Change
  • Risk
  • Performance
  • Evaluation

Course Content

Session 1: Introduction to effective L&D management
In this session, we consider:

  • Efficient and effective practices
  • The L&D management model
  • Identifying relationships

Session 2: Sharing the values
In this session, we consider:

  • The L&D charter
  • L&D charter elements
  • Embedding the charter

Session 3: Improving quality standards
In this session, we consider:

  • The benchmarking process
  • The L&D benchmarking tool
  • Delegating

Session 4: Developing the L&D strategy
In this session, we consider:

  • The L&D strategy model
  • Analysing stakeholders
  • Raising the profile of L&D

Session 5: Managing risk in a changing environment
In this session, we consider:

  • Change management
  • Resistance to change
  • The Kubler-Ross change curve
  • Appropriate responses
  • Risk management

Session 6: Managing performance
In this session, we consider:

  • Team performance
  • Effective team behaviours
  • Management styles
  • Effective management behaviours

Session 7: Delivering efficient solutions
In this session, we consider:

  • Blended learning
  • Examples of media

Session 8: Evaluating effectiveness
In this session, we consider:

  • Evaluating the L&D function
  • The Kirkpatrick model
  • Effective results
  • Return on investment
  • Management reporting

Exams & Certification

Delegates analyse their own L&D function to identify actions they can take to increase its effectiveness and efficiency

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