The training manager as change agent
By Deborah Wainwright (December 2008 Issue)
0 Comments 
Article Rating: 
Email to a friend | Print Version
When, at the beginning of 2006, I was asked to help develop and support the introduction of a
new BTEC-accredited training programme, I was very excited, particularly since it would be the first of its kind in the industry.
Like many businesses, my organisation was dealing with market and legislative changes that had an impact on our business practices and we responded by ensuring our training methods were robust and appropriate.
However, I was unprepared for some of the challenges I ultimately faced and hadn’t anticipated some of the resistance I encountered.
We have only displayed above the opening paragraph of this article. If you are a TJ subscriber, login now so you can download a PDF of this article in full, free of charge. For non-subscribers the PDF can be purchased for £9.00 see the "Buy Now" Option above.
Readers Comment
Be the first to comment on this news story
Buy Now
You can download this article free by subscribing and logging in as a Full TJ member
Price: £9.00
Articles from this Issue
- Guest Editorial
- Letters
- Guest Editorial
- Online Opinion
- Peter Honey
- Martyn Sloman
- Across the pond
- Bird's eye view
- Ask Izzy
- Eu watch
- Tech trends
- News feature: Must do better
- News feature: Learning to make the most of mental capital
- News feature: Slash training at your peril warns coalition
- News feature: Call for strong leaders
- Question time
- "Treating employees as professionals, not worker bees"
- Talent management
- Why does nobody understand me?
- Strenghthening your service leadership
- From little acorns
- The training manager as change agent
- Tools of the trade
- Depression at work
- Reviews
- Supermodels
- Netcheck
- Hints and tips
- Final word The Gangsta Motivator