HRM Leadership Skills Training Session

General information


The purpose of this training session is to enhance the leadership skills of the senior managers, junior managers and supervisors within the organization that has solicited for the facilitation of the training.


The scope of this training plan shall revolve around leadership development skills for managers and supervisors at the organization level. In this case, training materials, tools of training, as well as the techniques of training will be spelled out. Further, such tools and techniques shall all be set up to conform to the title of the project; developing leadership skills amongst managers and supervisors. The schedule for the training shall involve first an identification of the content of the learning session (Brewster & Harris 1999), along with the necessary materials that shall be required. Then, such content materials for the training session shall be developed.

Furthermore, the training dates shall also be stipulated (Edwards, Scott & Raju 2007), as well as the post-training reporting. Further, the names of the training beneficiaries shall be identified, along with those of the instructor. Also, the location at which the training shall be carried out will also be identified. Moreover, all the equipment that may be needed in order to facilitate this training session, shall also be provided.

System Overview

The training systems on leadership skills development is concerned with the enhancement of leadership traits for managers in organizations. Also, the system helps candidates to discover their hidden leadership qualities, in addition to instilling discipline and commitment to the trainees. Apex Consultants is the organization that is responsible for providing this training, under the title,” Leadership skills development for human resource management.

The system code is LSHRM. In terms of category, this system may be regarded as a general support system, in that it seeks to augment other support systems for the human resource development and training at the organization level. This system, is already in operation, and has been implemented with success in a number of organizations for the last 5 years.

Project References

– Course curricula from HRM Training Institutions

Course martial’s supplied by both the academic institutions, as well as industries

Documents on related projects

Standards procedures from HRM documents

Acronyms and Abbreviations

LSHRM- Leadership skills development for human resource management

HRM- human resource management

POCs- points of organization contacts

Points of Contact


Below is a list of organizational contact which could be of use to users of this document:

Type of contact: help desk POC

Name: Gloria

Department: HRM

E-mail address: [email protected].


Below is a list of organizations that would benefit from cooperation between the support functions of this project, and the project itself:

  • Software security organizations
  • Systems development and installation organizations
  • Human resource management department.

General Training Prerequisites

The requirements for this training plan on leadership are such that the trainee must have demonstrated leadership skills, by virtue of the job-related responsibilities that they may have been given. In addition, the candidates also need to be ‘leaders’ of their own rights, such as supervisors or line managers.

Training approach

Roles and Responsibilities

Leadership skills curricula developers from Apex Consultants shall be charged with the responsibility of the development of those training materials meant for the leadership skills program. In this case, their responsibility will be first to identify curricula for the training that is in line with the training needs of the client. Secondly, the development shall also be on the basis of the available resources from the organization (Leong & Austin 2005), and within the stipulated budget of the client.

In addition, these shall also be a training manager, whose role will be to oversee the development of the training schedule, in addition to liaising with both the leadership skills training curricula developers on the one hand, and the organizations whose employees are to receive training. Further, the training manager shall also be charged with the responsibility of carrying out the actual training, with the help of the facilitators.

Techniques and Tools

There are different techniques that this training program shall employ. To start with, the senior managers shall receive their training online, virtually, to allow for convenience and flexibility. In this case, the training materials shall entail personal computers that are connected to the internet, to facilitating access to the training software. Such an arrangement is important, to capitalize on the small size (Price 2007)of the class, and hence save on the training cost. Furthermore, such an arrangement for the senior managers is also in line with one of the preferred styles of learning for the training company; that of allowing learners to explore and discover for themselves the different experiences of learning.

On the other hand, the junior members of the staff, along with the different line supervisors, shall be subjected to an open-class learning environment. In other words, the forms of learning shall be face-to-face. This will be an opportunity for the learners to practice role-playing, with the assistance of the training facilitator, along with the rest of the group members. Besides, such a form of training arrangement shall act to enhance the communication skills of the learners (Phillips 2002). In this case, ‘hands-on practical session’, as well as classroom lectures, shall be the preferred mode of learning. Training manuals shall also be employed.

Training Prerequisites

In order for the individuals to receive training on leadership skills, they must have demonstrated beforehand, that they have the potential to lead others, and that they are self-motivated.


Activity particulars
Course materials and content (identification and development)
Planned training dates From September 11, 2009, to September 17, 2009
Post-training reporting September 25
Students names – Andrew, Michael, Denise, Robert, Anne, Matilda, Denny, Alan, Paul, Alex, Jenny, Naomi.
Instructor names Patrick
Session location London


Curricula for senior managers

  • Delegation skills
  • Strategic management skills
  •  advanced communication skills development
  • Leadership assessment

Curricula for junior managers and supervisors

  • Delegations skills
  • Communications skills
  • Work-personal life balance



This report wishes to explore some training metrics that this training session anticipates capturing. To start with, we have the issue of the total staff working for the organization that has contracted Apex Consultants. This shall be made possible by retrieval from the company’s latest database of the names of the employees. In addition, it is also important to take account of the durations for which the training sessions are expected to last. This report anticipates that the training session shall take a total of 1 week, from the 11th of September, 2009, to the 17th of September, 2009.

Nevertheless, logistical problems may be anticipated, and in order to make allowance for any additional developments towards this end, a period for. 10 days have been anticipated. This leadership training program expects to train a total of 15 attendees; in this case two senior managers, 5 junior managers, and 8 supervisors. Even then, the actual attendees have been pegged at 12 percent.


Buckley and Caple (2007) have provided total of three methods that could be applied at a time when a researcher wishes to obtain feedback from a training session. These include job knowledge tests, mail-out questionnaires, and structure interviews. On the other hand, Phillips and Stone (2002) have noted that there is a need to take into account the specific information that a training session wished to communicate across, in addition to an exploration of the impact this has had on the learners.

Following the completion of the training session, evaluation shall be done by a combination of a test assignment to the participants, on the areas that they have received training on, and an electronic evaluation form. This shall enable the trainees to apply the skills that they have developed, in order to demonstrate their levels of competency on the skills gained.

On the other hand, the purpose of the evaluation form is to assess if the training has fully met the objectives of the organization, and if at all the trainees have benefited from it. In this case, the evaluations form shall endeavor to ask the trainees questions regarding the quality of the training, the expectations that they had before joining the training sessions, the actual training activities, and eventually, their response after the training session was completed. Moreover, the evaluations form shall also attempt to explore, with the feedback obtained from the trainees, training areas that the participants felt should be improved in the future.


  1. Brewster, C, & Harris, H., 1999. International HRM: contemporary issues in Europe. London: Routledge.
  2. Buckley, R. & Caple, J., 2007. The theory & practice of training. London: Kogan page.
  3. Dowling, P, Welch, D. E. & Festing, M. 2008. International human resource management. London: Sage.
  4. Edwards, J. E, Scott, J. C. & Raju, N. S., 2007. The human resources program-evaluation handbook. Thousand Oaks, CA: Sage Publications
  5. Leong, F. T. L. & Austin, J. T., 2005. The psychology research handbook: a guide for graduate students. Thousand Oaks, CA: Sage Publications
  6. Phillips, J. J., 2002. How to measure training results: a practical guide. New York: McGraw Hill Professional.
  7. Price, A., 2007. Human resource management in a business context. London: Cengage Learning Centre.
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