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How to develop and make a winning business case for your training programmes

It’s never been more important to know how to demonstrate the benefits of training. Get it right and you win support (and money) – get it wrong and you struggle to get backers


These are tough and very frustrating times if you’re involved in training.

All organisations are making cuts and one of the first (and easiest) things to cut is the training budget. How do you stop them? How do you get them to realise how short-sighted this is?

You can understand why they cut back. Training rarely produces immediate results – and those it does produce are hard to put a value on.

But if you’re responsible for training you know what a huge mistake it is to cut back. Ensuring people have the right skills, knowledge and attitudes is vital to success. Skimping when times are hard means you end up short of good people when they improve. And better trained people get more done, faster and better.

Oceans of research show that the benefits of training are simply enormous:

Employees themselves benefit because it makes them more employable - and that’s no bad thing during a recession.

But in today’s times it is harder than ever for training departments, line managers and individuals to successfully make the argument for training.

So how do you go about putting your case?

There are three things you are going to have to know how to do:

  1. You have to know how to identify the business need for training.
    Without knowing what the need is you can’t appeal to management. It is always important to state the obvious so that you get the attention of busy people who are trying to keep the organisation afloat.
  2. You have to know how to develop an argument for training. 
    Understanding the business needs allows you to gather the evidence to support your case, develop your arguments and define the right solution(s). Only when you have all the facts can you present your case and more importantly make sure you are meeting the training need and ensuring a return on investment.
  3. You have to know how to make the case for training.
    There is a proven formulae for making the case for training. You must state the need, list the facts, draw conclusions, make recommendations and identify the benefits. If you can’t demonstrate that there is a positive return with sound benefits management will not be interested.

We’ll show you how to do all these things at this entirely new workshop -  and you’ll walk away with:

Key topics also include:

  1. How to identify the business needs of training
  2. How to identify training, learning and development needs
  3. Examples of management responses to training department requests for training
  4. Examples of training need including typical management and training department responses
  5. How to gather data to support your case
  6. What the key arguments are for training
  7. How to recommend training solutions
  8. How to put a case for training
  9. The risks and assumptions related to putting the case for training
  10. What to do next to ensure your future training cases are professionally argued and so more successful

Your trainer

Your tutor for the day is Tom Holden, a published author on the subject of Training Needs Analysis, who has 20 years experience in human resources, learning and development.

Tom has provided consultancy services to a huge range of clients, including the Home Office, The Metropolitan Police, Marks and Spencer and many other organisations

What delegates say

“A lot covered in one day, however felt it was at the right pace. Very worth while. Lots to take away.”
Jo Glynn, Training Manager, Boston Borough Council

“Trainer had an expert knowledge on all areas.”
London Borough Training Manager



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