rationale behind a training programme

7/30/2019 Rationale Behind a training Programme

1/4

1. Rationale behind the programme2. Aims of the Programme (and any specific objectives that can be used in measurement of

training effectiveness at the end of the programme)

3. Content of Programme (including a Programme Outline and brief outlines of each session

4. Learning Strategies (style of training and techniques to be used)

5. Monitoring the success of programme (from two points of view - assessment of trainees

and overall effectiveness of training programme)

6. The Trainer(s) (who they are; why they are good at their subjects)

...and finally, for a commercial training programme, of course...

7. Costings (how much it will cost, and payment terms)

2.Background- a bit about the organization and what the problem is

Proposition- your suggestions on trainings to fit their needs. Use training stats to back this up. A

Google search should help you find stats.

Materials- what training materials will be provided?

Timeline/budget- how much will it cost? how many will be served?

Outcomes- how will program be evaluated? Try to give solid evidence here.

Examine the need for the training. Find what positions and departments the training would

impact, why staff would use the training and how the company would benefit. For instance,

conducting diversity training might allow the organization to apply for grants or conduct

business with the government that otherwise would be unavailable.

2

List the specific objectives for the training. These goals explain how the training will affectthe individuals, groups and company as a whole. For example, a workshop about closing the

deals in a sales call might be expected to increase sales profits across the board.

3

Explore different organizations and individuals that give the kind of program you need. Ask

for requirements regarding equipment and facilities, costs, availability and references. Check

those references to see if the facilitators fulfilled prior clients' expectations.

4


2/4

Give options regarding costs if you are unsure of the budget. If a presenter's program runs all

day but offers a shorter, hourly rate, list both in your proposal to give the reader choices. You

don't want your proposal turned down solely on the basis of prohibitive cost.

5

List the specific activities that will take place. Explain as much as possible about each action

including space, time and equipment requirements as well as how many people the activity is

designed for. Activities might include lectures, Microsoft PowerPointpresentations, group

brainstorming or QA sessions.

6

Explain how the organization will judge the effectiveness of the training. For a computer

training exercise, for instance, all employees might complete a series of exercises after the

training using material learned.

Read more:How to Write a Training Proposal | eHow.com

http://www.ehow.com/how_7760415_write-training-proposal.html#ixzz1n7HxUEIg

1. Introduction - Essentially why the proposal is being sent2. Background - How the request/proposal came about3. Our understanding of the scope of the project - What we understand we have been

asked to do i.e. what's in and out of scope

4. The Proposed Solution - What (in broad terms) we will do to meet the identified need (Ioften include course outlines under this heading)

5. Approach and Output - what we will do (activities) and what the deliverables (e.g.materials) will be

6. Fees - days and fees associated with the output, including terms and conditions,cancellation etc

7. Timescales - when we would need to start in order to meet the timescales specified, incany interim points (milestones)

8. Assumptions and Pre-requisites - What we reasonably expect from the client to enableus to deliver

9. Benefits - Sumary of the benefits of us undertaking the work

8 Things you need to write a winning

proposal

Jan 08 2012 01:36 AM |Carl DicksoninThe MustWin Process
http://www.ehow.com/how_7760415_write-training-proposal.htmlhttp://www.ehow.com/how_7760415_write-training-proposal.htmlhttp://www.ehow.com/how_7760415_write-training-proposal.htmlhttp://www.ehow.com/how_7760415_write-training-proposal.html#ixzz1n7HxUEIghttp://www.ehow.com/how_7760415_write-training-proposal.html#ixzz1n7HxUEIghttp://www.ehow.com/how_7760415_write-training-proposal.html#ixzz1n7HxUEIghttp://www.ehow.com/how_7760415_write-training-proposal.html#ixzz1n7HxUEIghttp://www.ehow.com/how_7760415_write-training-proposal.html#ixzz1n7HxUEIghttp://proplibrary.com/user/13-carl-dickson/http://proplibrary.com/user/13-carl-dickson/http://proplibrary.com/user/13-carl-dickson/http://proplibrary.com/page/articles.html/_/the-mustwin-proposal/http://proplibrary.com/page/articles.html/_/the-mustwin-proposal/http://proplibrary.com/page/articles.html/_/the-mustwin-proposal/http://proplibrary.com/page/articles.html/_/the-mustwin-proposal/http://proplibrary.com/user/13-carl-dickson/http://www.ehow.com/how_7760415_write-training-proposal.html#ixzz1n7HxUEIghttp://www.ehow.com/how_7760415_write-training-proposal.html#ixzz1n7HxUEIghttp://www.ehow.com/how_7760415_write-training-proposal.html


3/4

Its not a certain style. Its not a great layout. Its notenough time to do proofreading or to have one more draft. What you need is to know what to

write about, the means to make sure it happens, and some way to know if what was written is

what you want. What you really need is to:

Collect the right intelligence. In order to do the best job of proposing the bestoutcomes for the customer, you need to have an information advantage. Collecting the

right information is as much about knowing what information to collect as it is how to

get it.

Turn what you learn into something you can use in the proposal. You may thinkyouve done a good job of collecting intelligence, but how does that impact the

proposal? How do you turn it into black ink on paper? You have to collect it in theright format, and assess it with the proposal in mind.

Have the right goals and action items, in the right sequence. Information shouldbuild on itself over time. But only if you get the sequence right. The things you need

to do all have dependencies. For example, customer contacts and relationships,

positioning, competitive assessments, and teaming are all inter-related. You need to

do first things first.

Get everyone on the same page. More people will touch the proposal than yourealize. You need to get them all working together, sharing the same vision, and

knowing what to do.

Have or develop the best offering. Pretty words will not help if you offer the wrongthing at the wrong price, or if someone else offers something better. Incidentally,knowing what to offer takes you back to collecting the right intelligence.

Have a means to measure progress. You need to know if you are on track. And ifyou get off track, you need to know by how much so you can do something about it.

You need to know before you run out of time. That means you need to plan what is

going to be written in such a way that you can measure progress against the plan. This

takes more than an annotated outline.

Define and measure quality. You need to know whether the proposal is any goodwhile there is still enough time to do something about it. But it starts with being able

to define what the right proposal is. Ifyou cant do that, then youre not even aiming

at the right target. This means you have to have the quality criteria defined before you

start writing, so that the writers know what target to aim at. If you do this, then not


4/4

only do writers and reviewers work with the same set of quality criteria, but those

same quality criteria give you a means to measure proposal quality.

Turn the art into a science. Measuring progress and quality means being able toquantify it. Both can be done if you have the right definitions. Collecting the right

intelligence and turning it into something you can use in the proposal can both be

measured. In addition to gaining progress and quality measurements, you also gainmetrics that you can collect across a number of proposals to determine what correlates

with your win rate. Instead of simply going by the gut feel of experienced people, you

can actually make decisions based on hard data.

rationale behind a training programme

Documents