Human Resources Training and Development Specialist

• The educational backgrounds of these workers vary considerably, reflecting the diversity of duties and levels of responsibility.
• College graduates and those who have earned certification should have the best job and advancement opportunities.
• Training and development occupations require strong interpersonal skills.
• Faster than average growth is expected during the projection period.

Career Overview

Every organization wants to motivate, develop and retain the most qualified employees and match them to jobs for which they are best suited. Human resources training and development managers and specialists help provide this connection, usually within an organization's human resources department. In the past, these workers performed administrative functions, such as developing training programs in accordance with policies established by top management. Today's training and development workers manage these tasks, but, increasingly, they consult with top executives regarding strategic planning. They have moved from behind-the-scenes staff work to leading the company in suggesting and changing policies.

In an effort to enhance morale and productivity, limit job turnover, and help organizations increase performance and improve results, these workers also help their companies effectively use employee skills, provide training and development opportunities to improve those skills, and increase employees' satisfaction with their jobs.

There are many types of training and development managers and specialists. In a small organization, a human resources generalist may handle all aspects of training an development work, in addition to traditional human resources duties, and thus require an extensive range of knowledge.

In a large corporation, training and development managers and specialists create, procure, and conduct training and development programs for employees, often reporting to a human resources director or manager. Managers typically supervise specialists and make budget-impacting decisions in exchange for a reduced training portfolio. Increasingly, executives recognize that training offers a way of developing skills, enhancing productivity and quality of work, and building worker loyalty. Enhancing employee skills can increase individual and organizational performance and help to achieve business results. Increasingly, executives realize that developing the skills and knowledge of its workforce is a business imperative that can give them a competitive edge in recruiting and retaining high quality employees and can lead to business growth.

Other factors involved in determining whether training is needed include the complexity of the work environment, the rapid pace of organizational and technological change, and the growing number of jobs in fields that constantly generate new knowledge and, thus, require new skills. In addition, advances in learning theory have provided insights into how people learn and how training can be organized most effectively.

Training managers oversee development of training programs, contracts, and budgets. They may perform needs assessments of the types of training needed, determine the best means of delivering training, and create the content. They may provide employee training in a classroom, computer laboratory, or onsite production facility, or through a training film, Web video-on-demand, or self-paced or self-guided instructional guides. For live or in-person training, training managers ensure that teaching materials are prepared and the space appropriately set, training and instruction stimulate the class, and completion certificates are issued at the end of training. For computer-assisted or recorded training, trainers ensure that cameras, microphones, and other necessary technology platforms are functioning properly and that individual computers or other learning devices are configured for training purposes. They also have the responsibility for the entire learning process, and its environment, to ensure that the course meets its objectives and is measured and evaluated to understand how learning impacts performance.

Training specialists plan, organize, and direct a wide range of training activities. Trainers consult with training managers and employee supervisors to develop performance improvement measures, conduct orientation sessions, and arrange on-the-job training for new employees. They help employees maintain and improve their job skills and prepare for jobs requiring greater skill. They work with supervisors to improve their interpersonal skills and to deal effectively with employees. They may set up individualized training plans to strengthen employees’ existing skills or teach new ones. Training specialists also may set up leadership or executive development programs for employees who aspire to move up in the organization. These programs are designed to develop or “groom” leaders to replace those leaving the organization and as part of a corporate succession plan. Trainers also lead programs to assist employees with job transitions as a result of mergers or consolidation, as well as retraining programs to develop new skills that may result from technological changes in the work place. In government-supported job-training programs, training specialists serve as case managers and provide basic job skills to prepare participants to function in the labor force. They assess the training needs of clients and guide them through the most appropriate training. After training, clients may either be referred to employer relations representatives or receive job placement assistance.

Planning and program development is an essential part of the training specialist's job. In order to identify and assess training needs, trainers may confer with managers and supervisors or conduct surveys. They also evaluate training effectiveness to ensure that employees actually learn and that the training they receive helps the organization meet its strategic goals and achieve results.

Depending on the size, goals, and nature of the organization, trainers may differ considerably in their responsibilities and in the methods they use. Training methods also vary by whether the training predominantly is knowledge-based or skill-based or sometimes a combination of the two. For example, much knowledge-based training is conducted in a classroom setting. Most skill training provides some combination of hands-on instruction, demonstration, and practice at doing something and usually is conducted on a shop floor, studio, or laboratory where trainees gain experience and confidence. Some on-the-job training methods could apply equally to knowledge or skill training and formal apprenticeship training programs combine classroom training and work experience. Increasingly, training programs involve interactive Internet-based training modules that can be downloaded for either individual or group instruction, for dissemination to a geographically dispersed class, or to be coordinated with other multimedia programs. These technologies allow participants to take advantage of distance learning alternatives and to attend conferences and seminars through satellite or Internet communications hookups, or use other computer-aided instructional technologies, such as those for the hearing-impaired or sight-impaired.

Work environment. Training and development personnel usually work in clean, pleasant, and comfortable office settings. Although most training and development managers and specialists work in the office, some travel extensively. For example, trainers and other specialists may travel to regional, satellite, or international offices of a company to meet with employees who work outside of the main corporate office.

Many training and development managers and specialists work a standard 40-hour week. However, longer hours might be necessary for some workers—for example, when a new software system is being implement and workers must be trained on its use.

Training, Qualifications, and Advancement

The educational backgrounds of training and development managers and specialists vary considerably, reflecting the diversity of duties and levels of responsibility. In filling entry-level jobs, many employers seek college graduates who have majored in human resources, human resources administration, or industrial and labor relations. Other employers look for college graduates with a technical or business background or a well-rounded liberal arts education.

Education and training. Although a bachelor’s degree is a typical path of entry into these occupations, many colleges and universities do not offer degree programs in personnel administration, human resources, or labor relations until the graduate degree level. However, many offer individual courses in these subjects at the undergraduate level in addition to concentrations in human resources administration or human resources management, training and development, organizational development, and compensation and benefits.

Because an interdisciplinary background is appropriate in this field, a combination of courses in the social sciences, business administration, and behavioral sciences is useful. Some jobs may require more technical or specialized backgrounds in engineering, science, finance, or law. Most prospective training and development specialists should take courses in principles of management, organizational structure, and industrial psychology; however, courses in accounting or finance are becoming increasingly important. As in many other fields, knowledge of computers and information systems is useful.

An advanced degree is increasingly important for some jobs. A master's degree in human resources, labor relations, or in business administration with a concentration in human resources management is highly recommended for those seeking general and top management positions.

The duties given to entry-level workers will vary, depending on whether the new workers have a degree in human resource management, have completed an internship, or have some other type of human resources-related experience. Entry-level employees commonly learn by performing administrative duties—helping to enter data into computer systems, compiling employee handbooks, researching information for a supervisor, or answering phone calls and handling routine questions. Entry-level workers often enter on-the-job training programs in which they learn how to classify jobs, interview applicants, or administer employee benefits; they then are assigned to specific areas in the human resources department to gain experience. Later, they may advance to supervisory positions, overseeing a major element of the human resources program.

Other qualifications. Experience is an asset for many specialties in the human resources area, including training and development, and is essential for advancement to senior-level positions, including managers. Many employers prefer entry-level workers who have gained some experience through an internship or work-study program while in school. Employees in training and development need the ability to work well with individuals and a commitment to organizational goals. This field demands skills that people may have developed elsewhere—teaching, supervising, and volunteering, among others. Training and development work also offers clerical workers opportunities to advance to more responsible or professional positions. Some positions occasionally are filled by experienced individuals from other backgrounds, including business, government, education, social services administration, and the military.

The training and development field demands a range of personal qualities and skills. Training and development managers and specialists must speak and write effectively. Ever-changing technologies and the growing complexities inherent to the many services human resources personnel provide require that they be knowledgeable about computer systems, storage and retrieval software, and how to use a wide array of digital communications devices.

The growing diversity of the workforce requires that training and development managers and specialists work with or supervise people of various ages, cultural backgrounds, levels of education, and experience. Ability to speak a foreign language is an asset, especially if working in an industry with a large immigrant workforce or for a company with many overseas operations. Training and development employees must be able to cope with conflicting points of view, function under pressure, and demonstrate discretion, integrity, fair-mindedness, and a persuasive, genial personality. Because much of the information collected by these employees is confidential, they must also show the character and responsibility of dealing with sensitive employee information.

Certification and advancement. Most professional associations that specialize in human resources, including areas such as training and development, offer classes intended to enhance the skills of their members. Some organizations offer certification programs, which are signs of competence and credibility and can enhance advancement opportunities. For example, the American Society for Training and Development (ASTD) Certification Institute offers professional certification in the learning and performance field. Addressing nine areas of expertise, certification requires passing a knowledge-based exam and successful work experience. In addition, ASTD offers 16 short-term certificate and workshop programs covering a broad range of professional training and development topics. The Society for Human Resource Management offers two levels of certification, including the Professional in Human Resources (PHR) and the Senior Professional in Human Resources (SPHR). Additionally, the organization offers the Global Professional in Human Resources certification for those with international and cross-border responsibilities and the California Certification in Human Resources for those who plan to work in that State and become familiar with California's labor and human resources laws. All designations require experience and a passing score on a comprehensive exam. The WorldatWork Society of Certified Professionals offers four distinct designations in the areas of compensation, benefits, work-life, and global remuneration that comprise the total rewards management practice. Candidates obtain the designation of Certified Compensation Professional (CCP), Certified Benefits Professional (CBP), Global Remuneration Professional (GRP), and Work-Life Certified Professional (WLCP). Certification is achieved after passing a series of knowledge-based exams within each designation. Additionally, WorldatWork offers online and classroom education covering a broad range of total rewards topics.

Exceptional training and development workers may be promoted to director of human resources or industrial relations, which can eventually lead to a top managerial or executive position. Others may join a consulting or outsourcing firm or open their own business. A Ph.D. is an asset for teaching, writing, or consulting work.

Employment

Training and development managers and specialists held about 247,000 jobs in 2008. The following tabulation shows the distribution of jobs by occupational specialty:

Training and development managers and specialists were employed in virtually every industry. About 13 percent of training and development and other related managers and specialists were employed in administrative and support services, 11 percent in professional, scientific, and technical services, 10 percent in healthcare and social assistance, and 9 percent in finance and insurance firms. About 12,900 managers and specialists were self-employed, working as consultants to public and private employers.

Job Outlook

Employment is expected to grow faster than the average for all training and development managers and specialists occupations. College graduates and those who have earned certification should have the best job opportunities.

Employment change. Overall employment is projected to grow by 18 percent between 2008 and 2018, faster than the average for all occupations. Employers are expected to devote greater resources to job-specific training programs in response to the increasing complexity of many jobs and technological advances that can leave employees with obsolete skills. Additionally, as highly trained and skilled baby boomers retire, there should be strong demand for training and development specialists to impart needed skills to their replacements. Firms involved in management, consulting, and employment services should offer many job opportunities, as businesses increasingly contract out training and development functions or hire training and development specialists on a temporary basis to deal with increasing costs and complexity of training and development programs.

Job growth could be limited by the widespread use of computerized human resources information systems that make workers more productive. Like other workers, employment of training and development managers and specialists, particularly in larger companies, may be adversely affected by corporate downsizing, restructuring, and mergers; however, as companies once again expand operations, additional workers may be needed to manage company growth.

Job prospects. College graduates and those who have earned certification should have the best job opportunities, particularly graduates with a bachelor's degree in human resources, human resources administration, or industrial and labor relations. Those with a technical or business background or a well-rounded liberal arts education also should find opportunities. Demand for training and development managers and specialists depends on general economic conditions and the business cycle as well as staffing needs of the companies in which they work. A rapidly expanding business is likely to hire additional training and development workers—either as permanent employees or consultants—while businesses that have consolidated operations or merged with another company may require fewer of these workers. Also, as training and development management becomes increasingly important to the success of an organization, some small and medium-size businesses that do not have separate training and development departments may assign various training and development responsibilities to some employees in addition to their usual responsibilities; others may contract with consulting firms to establish formal procedures and train current employees to administer programs on a long-term basis.

In addition to new training and development management and specialist jobs created over the 2008-2018 projection period, many job openings will arise from the need to replace workers who transfer to other occupations, retire, or leave the labor force for other reasons.

Earnings

Annual salary rates for training and development workers vary according to occupation, level of experience, training, location, and firm size.

Median annual wages of training and development managers were $87,700 in May 2008. The middle 50 percent earned between $64,770 and $115,570. The lowest 10 percent earned less than $48,280, and the highest 10 percent earned more than $149,050. Median annual wages in the industries employing the largest numbers of training and development managers were:

Median annual wages of training and development specialists were $51,450 in May 2008. The middle 50 percent earned between $38,550 and $67,450. The lowest 10 percent earned less than $29,470, and the highest 10 percent earned more than $85,160. Median annual wages in the industries employing the largest numbers of training and development specialists were:

According to a July 2009 salary survey conducted by the National Association of Colleges and Employers, bachelor's degree candidates majoring in human resources, including labor and industrial relations, received starting offers averaging $45,170 a year.

For More Information

For information about human resource management careers and certification, contact:

• Society for Human Resource Management, 1800 Duke St., Alexandria, VA 22314. Internet: http://www.shrm.org

For information about careers in employee training and development and certification, contact:

• American Society for Training and Development, 1640 King St., Box 1443, Alexandria, VA 22313-2043. Internet: http://www.astd.org