Professional development is not an easy sell. In fact in many organizations, training is seen as a discretionary cost and, if budgets are tight, it is often one of the first things to be cut. This maybe perceived as understandable as often associated benefits are less tangible and impact is not typically immediate.
Consequently for those selling their training or coaching services, one needs to be mindful of the agenda of those to whom they are selling to. Quite often it starts with speaking with a Human Resources representative who is charged with the responsibility of identifying a suitable program and vendor. They in turn will typically present and justify their recommendation to the Business Leader of the people identified for training. So here are a few key considerations (and associated questions) to think about depending on whom you are dealing with.
What’s Important to Human Resources
What does the program involve in terms of training manual and assessments used? How long does it last and what experiential components are there?
2. Trainer Qualification
Who are the trainers, what’s their style and backgrounds?
Who else has done this training? What has been their experience? Can we speak with somebody?
4. Cost (if coming from OD budget)
How much will it cost and how many per class?
What’s Important to the Business Leader
5. Business Benefits
How will my group be better as a result? What are the deliverables? What has been your experience with a similar discipline in another organization?
6. Program Duration
How do you propose to do this training? How much time will participants be away from their work? What else do they have to do?
Who are the best people to put in the first group or should I put those who need it most?
8. Cost (if coming from business unit budget)
How much will it cost and what’s the return on investment
Final Tip: Consider coaching the Human Resource representative on how best to subsequently sell to the Business Leader by sharing all 8 tips.