Performance Consultant: The New Role of the Firm Training Director

Training Directors need to think of themselves as strategic partners. As such, he or she must contribute to the development and completion of a firm-wide business plan and objectives. The strategic partner is knowledgeable about the work structure and processes in which employees are most able to succeed and contribute. This partnership impacts learning services such as performance development and appraisal systems; career and succession planning; and employee development.

As an employee advocate, the training director must have strong knowledge about who the firm’s employees are and their pushes and pulls. 

• What keeps them interested and motivated?  
• What type of work do they like or dislike?  
• What benefits do they wish they had?  
• What educational needs do they have/want—and which ones do their supervisors want them to have?
• What motivates your firm’s employees to work, contribute, and remain successful and happy?

The training director as advocate and champion

The advocate is responsible for working with the Human Resources team and executive leadership to develop methods and processes for setting goals, communication and empowerment through responsibility and ownership. The training director as advocate provides ideas on employee development opportunities, organization development interventions, approaches to problem solving and creates opportunities and an environment to provide feedback.

The nature and culture of the accounting industry requires the training director to become a champion of effective change. Knowing about change and being able to help execute successful change make the training director a valued member of the organization.

The training director contributes to the firm by constantly assessing effectiveness of work practices. To promote the overall success of his organization, he or she champions the  firm’s mission, vision, values, goals, standards and processes. 

Putting it into practice

You may be wondering, “This all sounds so nice, but how do I put it into practice?  How can I be a champion of change in my own environment?”  

Think about new technology that your firm is rolling out.  What is the technology?  Attend initial meetings and become a part of the implementation team. 

• Attend events, meetings and training programs.  
• Assist in selecting super users and trainers.  
• Be present at end user calls and forums.  
• When it is time for rollout, educate your team.

Sit in on classes as well as give feedback and evaluation information on behalf of the instructors and materials.  Help the implementation team in the improvements.  Be available for the employees to answer questions. 

The training director as consultant, interviewer & meeting facilitator

The training director as consultant, interviewer & meeting facilitator

Learn how to do it like consultants—conduct business based on needs analysis.  Ask the team what they see as the problem and how they think it can be solved.  Do not mention the word training yet!  Discover their “pains.”  Then address similar issues and discuss best practices – both theirs and those of other teams.  

Next, use the ADDIE or consulting model; work with these professionals to design events using the most effective training media and delivery methods.  Think new, but do not lose the old.  While some more experienced professionals crave new platforms and technology, even the youngest employees benefit from the old standard delivery of live instruction.  Work with the team to continuously evaluate and improve products and services by having check-up meetings or calls.

As a compliance specialist, make sure you are consistently adhering to standards and regulators, and be sure to bring this to the project team’s attention.  Show them how you know and understand their jobs, and show your commitment to ethics, responsibility and professional behaviors.   

Tell them how you can help streamline learning across the organization and why it is important to do so.  Finally, always clearly communicate strategies, activities, and results.  Do this by sending an agreement on the work you intend to do with/for them.  Follow up on questions, concerns, and deliverables in writing.  Schedule brainstorming sessions to work through the details.  Once the event or program is completed, send copies of evaluation forms, get a statement from the instructors in writing and save results in a file.

Conclusion

So, what are the questions to ask to be a successful performance consultant and talent developer?

• Identify the Strategic Problem: What is wrong?  Who believes this is a problem?  
• Measure the Problem and its impact: What is the business goal?  How far off is the firm from reaching that goal?
• Define the Problem: Is it Management?  The entire organization?  Is it a lack of Skills?  A lack of standards or processes?
• Development and Deployment of Solution: Is it a training issue?  Coaching?  Performance Management? Documentation?  Discipline?  Process Change?
• Measurement and Feedback: Did they take it? Did they learn? Did it make an impact? How can the firm improve?

To wrap it up - find a way to partner and “sit at the table” with managers and senior decision makers.  Identify appropriate learning and development initiatives.  Manage the learning programs.  Consistently measure and improve programs and events over time.  Share your results.  And most importantly, enjoy the fruits of your efforts!

About Julie Kirsch

Julie Kirsch has worked in the field of learning and professional development for over 12 years.  During this time, Ms. Kirsch has specialized in consultation, leadership and talent development, and continuing professional education compliance.

Ms. Kirsch is currently working with Reznick Group, PC. a public accounting firm with over 1000 employees in eight locations.  During this time, her focus has been on the direction of the firm’s learning and professional development organization.  

Ms. Kirsch’s key role and tasks have been centered upon conducting firm-wide Learning Needs Assessment; developing firm-wide Core Curriculum and learning ladders for all employees; creating Individual Learning Plans for all employees to link annual evaluation process; tracking and managing CPE; developing, implementing, and evaluating technical and non-technical learning using structured instructional design techniques; forecasting and managing annual training budgets; and maximizing use of technology in delivery of learning opportunities through the selection and implementation of a Learning Management System, online learning tools, and web-based seminars.

Throughout her career, Ms. Kirsch has also worked in the following areas of talent development and learning:

• Develop core competencies that link to performance.
• Participate in ongoing internal process improvement, including development of instructional design processes, procedures, and templates.
• Lead project design and development effort for Sales Boot Camp, Survival Skills Workshop, Train the Trainer, Introduction to Consulting Skills, New Hire Orientation, and other on-boarding and assimilation programs.  
• Design and facilitate interactive on-line learning events to provide consultants, clients, and employees with live, interactive learning, supporting product releases and enhancements.

SPECIAL INITIATIVES, ASSOCIATIONS, AND MEMBERSHIPS

• Certified Trainer for Targeted Selection Workshop, DDI
• Certified Trainer for AchieveGlobal
• Member of the Boomer Learning Circle
• Member of the AICPA’s Edmax Committee
• Member of ASTD
• Member of ISPI
• In process to receive CPLP Certification