Babeș-Bolyai University
Training Program
Name
Specialisation
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Develop and deliver a training program
The training program can be delivered by one or two persons.
a. Identify the participants for which the training plan is developed and some main
characteristics
(In a real organizational case you will be interested to identify the activity field, number of
employees, average yearly income from sales/turnover)
b. Analyze the training needs of the participants/the organization (present how you will do
the analysis: example – by analyzing the organizational objectives, by analyzing the
results of the employees’ performance assessment, by analyzing the job descriptions, by
developing a questionnaire by which you ask the employees and managers about the
training needs – as an Annex, please provide the questionnaire you have developed).
c. Choose the training topic
Communication techniques
Public speaking skills
Leadership development
Conflict management
Negotiation strategies
Emotional intelligence assessment
Assertiveness development
Skills for the hiring interview
Employee motivation
Employee assessment
Career management
Time management
Stress management
Creativity development
Personal branding
*Note: students can also choose other topics or might get a combination of two topics.
Before starting to work on the training plan the group has to get the teachers’ agreement
on the topic. Before delivering the presentation the group has to send the presentation to
the teacher (minimum 1 day in advance).
d. Determine the participants’ characteristics (participants’ number, their position in
organization, average age, education, other training they have participated to). You can
prepare forms in order to analyze the participants’ training needs.
e. Present the training objectives (identify the specific objectives of the training and
present how they have been established, who decided the objectives of the training)
f. Describe the content of the training
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- The training period (number of hours, period, length)
- Training agenda (describe at least 3 main activities)
Example:
Annex 2 - Training agenda
Friday, first training day
Starting hour Activity
8.45- 9.00 Participants arrival
9.00- 9.30 Name of the activity 1 (Icebreaker)
9.30-12.10 Name of the activity 2 (6 thinking hats)
12.10-13.00 Break
13.00-13.45 Name of the activity 3
... ...
Detailed activity plan with the description of the exercises. It is very important to
argument the importance of the exercises suggested for the training objectives. You have
to include the annex Description of the training activities.
g. Training evaluation
- present how you are going to evaluate the efficiency of the training. If you are going to
use an satisfaction evaluation questionnaire please attach it and hand it to the
participants.
h. Training location
Example:
Annex 3 - Training activities plan
Name and Activity description Necessary
duration of the materials
activity
ACTIVITY 1 A. Activity objectives
- trainer self presentation
Icebreaker - interpersonal acquaintance among the participants
- worm up the atmosphere
9.00-9.15
B. Instructions for the participants - sheets of
The instruction presented by the trainer: “Each of the participants paper
will get a post it. Please draw the image of your colleague - post it(s)
exaggerating one feature you think is the most impressive”. - pencils
C. Detailed activity description
- the participants get a flipchart on which they have to draw ….
- you have to attach the activity materials which you plan to use or
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a detailed description of them
D. Debriefing (analysis and evaluation of the activity)
- describe what questions and discussions you have at the end of
this activity
ACTIVITY 2 A. Activity objectives
„6 thinking hats”
- to develop creativity skills
9.15-10.00 - to develop participants’ skills in experiencing different
perspectives upon a situation
- to exercise argumentation/debating skills
B. Instructions for the participants
Instruction
The trainer presents the situation: sheets
„You are the president of a company that had a 30% decrease in the
sales income during the last year. One of the solutions proposed A set of
regards a collective layoff (firings)”. colored hats
You have 10 minutes for reading the material so to understand the 6 for each
thinking styles. ( see Annex ….) participant
Let’s start with the BLUE color hat.
Now let’s switch to the RED hat etc.
C. Detailed description of the activity
- the trainer presents the situation
- the participants get a sheet of descriptive instructions. The
material presents each of the 6 thinking styles according to the
color of the hat.
- the trainer announces the color of the hat which is going to be
worn.
-the participants bring ideas according to the color of the hat.
- ideas are wrote down on the flipchart.
- the trainer announces the change of a hat.
- the training materials have to be attached at the training plan.
D. Debriefing and analysis of the activity
(present the questions addressed at the end of the activity)
„Which of the thinking hats made you feel more comfortable?”
„Which of the hats made you more productive?”
„What was helpful about this activity?”
The discussion will be guided to the benefits and usefulness of the
exercise:
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- The method used the participants’ experience, knowledge,
intelligence and all other features of each group member; even an
individual's aggressiveness is useful when it is directed in a
direction that interests the group.
- Offers conventional style issue to deal with problems and allow
coverage of as much information on the specific situation to be
resolved
- Facilitate communication and foster creativity and teamwork
BREAK
Annex … Six Thinking Hats Activity
"Six Thinking Hats" is a powerful technique that helps you look at important decisions from a number of
different perspectives. It helps you make better decisions by pushing you to move outside your habitual ways
of thinking. As such, it helps you understand the full complexity of a decision, and spot issues and
opportunities which you might otherwise not notice.
Many successful people think from a very rational, positive viewpoint, and this is part of the reason that they
are successful. Often, though, they may fail to look at problems from emotional, intuitive, creative or
negative viewpoints. This can mean that they underestimate resistance to change, don't make creative leaps,
and fail to make essential contingency plans.
Similarly, pessimists may be excessively defensive, and people used to a very logical approach to problem
solving may fail to engage their creativity or listen to their intuition.
If you look at a problem using the Six Thinking Hats technique, then you'll use all of these approaches to
develop your best solution. Your decisions and plans will mix ambition, skill in execution, sensitivity,
creativity and good contingency planning. This tool was created by Edward de Bono in his book "6 Thinking
Hats".
