First of all, suppose you solve the problem of career planning and make it clear that full-time training of lecturers is your career goal.
Secondly, who are the professional trainers mainly facing? What you want to do is the training of management methods and concepts, and the audience will be managers at all levels; A wider audience, which is basically needed by all employees; The people who train in HR are the people in my line.
Third, what are the requirements of these stakeholders for professional trainers? HR will first review the background and qualifications of the lecturer and whether the lecturer's style is suitable for his company. The background and qualifications are well understood, nothing more than academic background. Qualification mainly depends on his work experience and management theme. Generally speaking, more than 5 years of experience in middle management positions and lecturer experience are required, and the topic of communication is slightly lower. Teachers who have led the team and worked on cross-functional projects will be more popular, and the lecturer experience is about 3 years. As for whether the style conforms to the culture of our company, I will take this as an example. I have met such a lecturer before. His lecture skills are good and his work experience is ok, but his lecture style is biased towards state-owned enterprises, not to say that the style of state-owned enterprises is not good. It's just that the lecturer said it himself, and the following lecture was not accepted by employees of foreign companies, so the teacher was passed by employees when he came to audition. In addition, teachers who are used to training employees who don't ask questions are usually not used to challenging their audience. HR will also review the teacher's content. Although many management and communication courses have mature copyright courses, every enterprise will require the lecturer to make corresponding adjustments according to the actual situation of the enterprise, and may also require the lecturer to redesign the course.
Finally, the lecturer has strong practical experience, strong insight into the problems raised by enterprises, and can see the essence of the problems. The audience's requirements for lecturers:
First, can you bring new ideas? For the management, they have heard a lot of management knowledge and applied it to practice in the environment where business training courses are so rampant. If a lecturer can't bring some new ideas, management won't buy it. Of course, if it is a cliche, HR will not pass it.
Second, can the lecturer control the scene, the questions raised by the audience, whether the lecturer can answer them, and how the lecturer will talk about training.
Third, can the lecturer's experience and views convince them? Some lecturers' suggestions are scripted and theoretical, and employees and management will not buy them, let alone be fooled by a lecturer's title. Therefore, it is difficult to teach management courses well without the accumulation of practical experience and real experience.