When people development becomes a strategy

Training Learning Manager - a key role in a time of permanent change

The Certified International Professional Training Manager training course starts on Thursday. It is therefore worth learning more about the role of Traaining, Manager. In an era of rapid advances in technology, organizational transformation and constant competency changes, the role of the Training Learning Manager (TLM) is becoming one of the most important pillars of modern organizations. This is the person who is responsible today for ensuring that companies can realistically keep up with change, develop people here and now, and build competencies that will determine tomorrow's competitive advantage.

Who is a Training Learning Manager?

He is a strategist, designer and leader of competence development in an organization. He or she is not only the person responsible for organizing training - the TLM designs development paths, manages the learning cycle, implements innovative methods of adult education, and above all builds a culture of learning at every level of the company.

Why is this role so important?

• Because change is inevitable. Digital transformations, hybrid work models, new ESG competencies, diversity management, automation, artificial intelligence - all require rapid acquisition of knowledge and skills.
• Because classic training is no longer enough. Comprehensive, measurable, effective and attractive forms of development are needed - and this is what TLM is designing.
• Because effective learning is an investment, not a cost. The Training Learning Manager takes care of the effectiveness and ROI of training - through needs analysis, performance evaluation and the use of e-learning and blended learning platforms.

Tasks of the Training Learning Manager

Diagnosis of training needs (individual and organizational)
Designing and implementing development programs based on methodologies such as 3W® or Kirkpatrick
Selection of training tools and methods - from e-learning, to workshops, to on-the-job activities
Monitoring of training effects - also with the use of IT tools such as Smart Manager
Cooperation with internal and external trainers
Building an organizational culture based on development and knowledge

Specialized competencies of the Training Learning Manager - not only "from training"

The role of the Training Learning Manager (TLM) is not just training logistics or scheduling. It is first and foremost a professional learning process leader who:

1. Knows and applies the principles of andragogy - adult education

A TLM is a 21st century educator who understands that adults learn differently than children. Can:

• select activating methods (case study, work on real challenges, simulations),
• design development paths in the blended learning model,
• build learning cycles based on intrinsic motivation, not just obligation,
• use neurodidactic methods that support learning in the work environment.

He learns together with his team, and teaches for practice - not theory.

2. Manages development projects

He is a manager of training projects: he plans, budgets, monitors and accounts for the results. Uses both classic methodologies and agile approaches (e.g. Agile, Scrum). In practice, this means that:

• defines development goals in line with the company's strategic objectives,
• selects appropriate performance measures (Kirkpatrick, ROI Learning),
• is able to integrate different forms of learning into a single project,
• effectively communicates with stakeholders: management, HRBP, participants.

For TLM, development is a project with a tangible business impact, not an operating cost.

3. has strong leadership skills and inspires development

Training Learning Manager is also a leader of learning culture. In his daily work:

• inspires and engages employees in their own development,
• builds trust and relationships, which are the foundation of effective learning,
• uses coaching and mentoring tools, supports managers in developing teams,
• knows the mechanisms of motivation (e.g., Herzberg, Deci & Ryan, Vroom) and can put them into practice.

He is an ambassador of lifelong learning - he develops himself and sets an example for others.

In addition, TLM Shapes, develops and protects the company's human capital is the architect of strategic HR. By diagnosing competencies, planning development paths and building learning tools:

• supports talent retention and job succession,
• identifies and develops high potentials,
• builds competency systems, supports managers in evaluating and developing people,
• influences a company's competitive advantage - because an organization is only as good as its people.

He works with HR, L&D, management - he is the link between strategy and its implementation through people.

why become a TLM?

Because this role:

• gives you influence on the real development of the organization,
• allows you to combine knowledge, relationships and technology,
• enables you to shape the future of the business through people,
• places you as an expert at the intersection of HR, leadership and education.

When people development becomes a strategy - real success stories

These are no longer just theories - more and more companies are achieving market success precisely because of systemic and professional learning activities, behind which TLM-led Learning & Development teams stand.

Microsoft - "learn faster than the competition"

When Satya Nadella took the helm at Microsoft, he set his sights on a radical culture change - from "know-it-all" to "learn-it-all." TLM and L&D teams designed new development platforms (Microsoft Learn) that helped employees learn new competencies in real time.
The result? A gigantic increase in innovation and success in the cloud and AI space - without the need for external recruiting.

DHL - education as a tool for scaling global business

DHL created a "Learning Culture Roadmap" where TLMs led improvement programs in logistics, management and digital competencies.
The result? Employees adapted faster to changes in the e-commerce market and technology. DHL raised productivity without increasing headcount.

ING Bank Slaski - growth embedded in the DNA

In Poland, one of the leaders in the modern approach to people development is ING. There, education is part of everyday life, and education teams - led by TLM - run agile leadership, digitization and future skills programs.
The result? ING is at the top of the ranking of companies attractive to young talent and is successfully transforming its services toward the future.

Siemens - Industry 4.0 with the help of educators

At Siemens, the role of the TLM was crucial in implementing competencies for Industry 4.0. Educational teams developed reskilling and upskilling paths for engineers, technicians and change leaders.
The result? The company remained innovative despite the technological revolution and changes in the labor market.

Who is this training for?

For HR managers, training coordinators, in-house trainers, HRBPs and anyone who wants to earn the Certified International Professional Training Manager® (CIPTM®) competency - according to American Certification Institute®standards.