Managing in Talent Development Certificate
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Program Professional Framework
Managing in Talent Development Certificate
Program Overview
Leading a talent development function requires more than designing good courses: managers must align learning priorities with business strategy, lead a capable team, govern budgets and vendors, and prove impact to executives. This programme uses the ATD Talent Development Capability Model as a reference to cover TD strategy and operating models, portfolio and budget planning, learning technology choices, stakeholder partnership and impact measurement using Kirkpatrick and Phillips ROI approaches. Each tool is applied to the realities of GCC organisations, where national talent and localisation targets increasingly shape learning agendas.
Learning Outcomes
- ✓Develop a talent development strategy that links learning priorities to organisational objectives and workforce capability gaps.
- ✓Build an annual learning portfolio and budget that separates mandatory, capability-building and leadership investments.
- ✓Define roles, competencies and a development plan for a talent development team using the ATD capability domains.
- ✓Evaluate learning technology and vendor options against cost, scalability and data requirements.
- ✓Design an impact measurement plan applying Kirkpatrick levels and Phillips ROI to a priority programme.
- ✓Prepare an executive report that communicates learning outcomes, utilisation and business impact.
Target Audience
- Talent development and learning managers
- Heads of training centres and corporate academies
- L&D business partners moving into managerial roles
- HR managers responsible for capability building and localisation programmes
Detailed Program Modules
01The Talent Development Function and Its Strategic Role
- Positioning learning within the business and HR operating model
- The ATD Talent Development Capability Model as a management reference
- Centralised, federated and academy-based structures
02Strategy, Portfolio and Needs Prioritisation
- Translating business strategy into capability priorities
- Organisational needs analysis versus ad hoc course requests
- Portfolio segmentation and the annual learning plan
03Budgeting, Vendors and Learning Technology
- Building and defending the learning budget
- Selecting and managing training providers and contracts
- LMS and LXP selection, content libraries and data integration
04Leading the Talent Development Team
- Role design for designers, facilitators and coordinators
- Developing team capabilities and performance goals
- Managing internal subject-matter experts and trainers
05Stakeholder Partnership and Change
- Contracting with business leaders on learning outcomes
- Supporting localisation and national talent programmes
- Driving manager involvement in learning transfer
06Measuring and Communicating Impact
- Kirkpatrick levels and the Phillips ROI methodology
- Learning dashboards and utilisation metrics
- Reporting value to executives and governance committees
Training Methodology
Applied Project & Assessment
Applied Project
Participants prepare a one-year talent development plan for their organisation or a provided GCC case, including capability priorities, a costed learning portfolio, a team structure, a vendor and technology plan, and an impact measurement framework for one flagship programme.
Assessment
Short diagnostic at the start, practical tasks linked to each learning outcome, and evaluation of the applied project against published criteria.