Who should be in charge of the staff training programs, plan them and run them?

Training for employees  by and large should be based on

Capturing  training needs ( this needs inputs from the line manager the employee reports to) and is related to the specifics that are required for the employee to improve performance in his/her role and grow both within the organization and on a personal level as well ,

Inputs from line managers to corporate HR for management programs for employees capable of handling leadership roles is imperative.

Training ( HRD) departments should locate suitable training centers/facilities/trainers and schedule training in line with budgets made for the purpose.

Post training feedback from line managers to the HR is equally important to asses the assimilation by employees.

In short.

Training should be planned and budgeted for by Department Heads in coordination with HR training department. Training schedules thereafter organized and run by or through HR.

Needless to say , training is a collective responsibility of line managers, senior management and HR/training department much needed with inclination, interest and involvement by the employee !

Thanks for the invitation. And great answer provided by Salam here. I'd like to put my 2 cents in this matter: I believe the section head / team leader or manager of each department should be responsible and in charge of the training of his own team. He/she can still use the training department to run the programs that he/she assigns and asks for, not just send their staff on any training program just to get the training part off his chest. Being in charge of training and planning training is the responsibility of the unit manager, while running the actual program suggested and assigned by the business managers is the responsibility of the training team. Enough briefing about the exact needs should be given to the training department though to be able to design and run customized training programs, not just off the shelf ones. 

Human Relations/Resource Department 

Employee training is the responsibility of the organization. Employee development is a shared responsibility of management and the individual employee. The responsibility of management is to provide the right resources and an environment that supports the growth and development needs of the individual employee.

For employee training and development to be successful, management should:

• Provide a well-crafted job description - it is the foundation upon which employee training and development activities are built

• Provide training required by employees to meet the basic competencies for the job. This is usually the supervisor's responsibility

• Develop a good understanding of the knowledge, skills and abilities that the organization will need in the future. What are the long-term goals of the organization and what are the implications of these goals for employee development? Share this knowledge with staff

• Look for learning opportunities in every-day activity. Was there an incident with a client that everyone could learn from? Is there a new government report with implications for the organization?

• Explain the employee development process and encourage staff to develop individual development plans

• Support staff when they identify learning activities that make them an asset to your organization both now and in the future

Training programs (Planning & Conducting) is the responsibility of the Training & development Section/Team. All programs should be planned and scheduled to meet organization's need to develop individuals in regard with products, services & skills which should be conducted be a highly qualified trainers within the organization training team or external training institutes.

It is a shared responsibility among Department's management, HR and Training team. A proper coordination should be maintained among them to specify the training required for individuals as per the department/individual needs or to develop an individual's skill as per department's management vision and mission.

Some individuals are to be trained due to lack/gap of information/skills as per their annual appraisals that provided by their line manager in coordination with HR department & training team. Further details related to training program/team is to be added but not related to the question.

In large organisations Human Resource Management have a strategic role to play in implementing and Employee Training and Development Program. This should be done in consultation with the various service sector managers within the organisation. Successful of a successful employee learning experience whould be based on adult learning principles;

• The goals of the employee or development program are clear
• The employees are involved in determining the knowledge, skills and abilities to be learned
• The employees are participating in activities during the learning process The work experiences and knowledge that employees bring to each learning situation are used as a resource 
• A practical and problem-centered approach based on real examples is used
• New material is connected to the employee's past learning and work experience
• The employees are given an opportunity to reinforce what they learn by practicing
• The learning environment is informal, safe and supportive 
• The individual employee is shown respect 
• The learning opportunity promotes positive self-esteem

Staff Training Programs should be planned by HRM and the service sector that the course is targetted at. Staff should have undertaken a needs assessment or training should have been identified either by service sector managers in conjunction with their staff. Training programs should be run by trained staff who have a knowledge of the aims of the course outcomes which the course should be developed around. The trainers would then identify the course content and negotiate this at the start of the training course with participants.Trainers should have  skills in delivering courses using adult learning techniques.

WHO SHOULD BE IN CHARGE OF THE TRAINING PROGRAMS PROGRAMS?

This question really refers to two different aspects of running a training programs programs. The first is that of who actually controls the program ( i.e. who determines the subject matter, frequency, and form of the training programs). The second is that of who conducts the training programs itself. The two may be, but need not be, the same person or group.

There is actually a third facet to running a program as well: coordination. Someone has to be responsible for scheduling, communication, finding outside presenters if necessary, etc.. The question of who coordinates in this way may or may not be less loaded than the others. A member of the support staff might, in fact, coordinate training programs as part of his job, or the director might insist that she be the training programs coordinator. However your organization does it -- and having the responsibility rotate among staff members is a possible answer -- it's absolutely crucial to have effective coordination, usually invested in a single person. Without it, a training programs programs will get lost in loose ends and unfinished business.

CONTROL OF THE TRAINING PROGRAMS

There are a number of choices for who or what controls a training programs programs:

• The director, program director, another administrator, or training programs coordinator, with or without input from other staff members. In a large organization, there might even be a training programs coordinator for each department, or for each group of services.
• Organizational policy: the subject matter, form, and frequency of training programs may be specified by the organization itself, either in the bylaws or in personnel policy.
• A particular staff member or group of staff members.
• All staff collectively (including administrators and support staff).
• Staff and other interested parties, such as participants, who may have knowledge of the training programs needs of the organization.
• An outside facilitator or organization.

Federal adult literacy funding mandates that each state have, in effect, a staff development resource. In Massachusetts, the Department of Education supports SABES (the System for Adult Basic Education Support). This organization provides free staff development for staff members of all Department of Education-funded adult literacy programs. The five regional SABES centers periodically survey administrators and line staff in the programs in their regions, and organize workshops, courses, and study circles in the areas of most interest to practitioners. SABES also conducts regular training programss for staff members new to adult literacy.

While many adult education programs conduct internal training programs in addition to whatever SABES activities their staff members attend, many others rely totally, or at least partially, on SABES for their staff development and training programs.

• A combination of some or all of these.

Yet another possibility is joining with other organizations with similar needs to conduct joint training programss. Especially where none of the organizations alone has the staff or financial resources to conduct a full-fledged training programs programs, this can be a great way to provide high-quality staff and professional development.

Even if the organizations have different specific purposes, the training programss could cover areas in common. Training programss on substance abuse, domestic violence, or youth issues, for instance, could be relevant to many community organizations besides those particularly working on those issues. Training programs in counseling skills or conflict resolution would be useful to almost anyone.

Such joint training programs can also be made available to the public. This can educate people about the issues and gain support for the organizations in the community. Please see Examples #1 and # 2 for some successful joint training programs ventures.

As is stated many times elsewhere in the Community Tool Box, it is extremely important for organizations to live their beliefs. Effective organizations usually have a consistent view of how they treat people, whether those people are members of their own staffs, of the target population, or of the larger community. Toward this end, an organization should ask itself some important questions before deciding who should control its training programs.

• What are the political implications of your choice? If the director determines the course of training programs, even with the input of other staff members, that says something specific about the distribution of power in the organization. The same is true if the control of training programs is a joint responsibility of all staff.
• How important is it that training programs in your organization be participatory? What is the organization's stake in doing things in an inclusive and democratic way?
• How does the control of training programs reflect the organizational philosophy? If the organization tries to foster a collaborative atmosphere, then training programs should be viewed as a collaborative effort as well. If the organization seeks to empower its target population, it's important that it also empower staff. An empowered staff would have at least some control over its own training programs.
• How distinctive does the training programs need to be? Does the organization use a self-developed or very unusual method, and has it developed a specific course of training programs as a result? If that is the case, how much room is there for flexibility and the introduction of other issues and ideas?
• Are many or all staff members already knowledgeable in the field, or are they one-sided in their knowledge (i.e. are most familiar with only one of several possible methods for doing what they do)?

In general, staff members are far more likely to actually use what they get from a training programs programs if they have at least some control over it. It makes sense, for instance, for those actually working in the field to determine what they need to do better, or what they need to know more about in order to do their jobs well. A training programs programs imposed from above becomes simply a chore, another boring meeting to go to.

A model that often works well is one where staff members take turns being responsible for staff development sessions. Staff members collectively determine their training programs needs, and then divide up the responsibility for providing training programs in the areas selected.

Some staff people may have the expertise -- or want to do the research to develop it -- to conduct training programss themselves. Others may know or find appropriate outside presenters or materials (a video on the topic, for instance). Still others may use their turns to present ideas or methods that they have learned about or used elsewhere, or to discuss issues they care about. The important thing is that those who are to be trained make the final decisions on what the training programs will be about.

CONDUCTING THE TRAINING PROGRAMS

In many ways, deciding who will conduct the training programs is simpler than deciding who will control it. Possibilities are a program or training programs director, other staff members, outside presenters (including participants and other community members) or organizations, or some combination.

There is also the possibility here, perhaps with the exception of initial training programs, of individual staff members planning and carrying out their own programs. See the material below on training programs contracts for one way this can be accomplished.

Again, there are questions an organization should ask itself here:

• Who has the expertise? The answer to this question will probably vary from topic to topic. Some or most training programs might be conducted in-house by staff members with the right background and experience. At other times, an outside source might be necessary.
• Is it important to involve the community -- either members of the target population or people from the community at large?
• Do you need special training programs that no one on staff is competent to provide?
• What, if anything, can you afford to pay for training programs?

Source: ctb.ku.edu

Site Staff shall be trained by Site Manager at regular intervals ( eg: Bi weekly or Monthly. Site staff shall be trained before each major step. eg: cabling ( staff shall be trained on how to carry out proper, professional cabling work.)

Terminations : Site staff/ Sub con staff shall be trained on expected quality og panel termination before starting terminations. Persons who do not attend shall not be allowed for terminations

Testing & Commissioning : Site staff must be trained on device operation, fault finding etc before staring testing work.

On office staff, section manager shall initiate office staff traing on regular basis.

The L&D officer is fully in charge but after consulting the line manager and the HR director.

The answer of this question can be different from one to another, it depends on the type of training to be provided.

In general, all the staff training plans and programs shall be either directly or indirectly supervised by the HR team

For HSE related training,  assigned Snr. personnel in HSE Department shall be incharge for.