35 Learning Director Interview Questions & Answers
Below is a list of our Learning Director interview questions. Click on any interview question to view our answer advice and answer examples. You may view 5 answer examples before our paywall loads. Afterwards, you'll be asked to upgrade to view the rest of our answers.
Behavioral
1. Talk about a time when you had to mediate between training leaders. How did you handle the conflict and what was the outcome?
How to Answer
As with any director-level role, Learning Directors are required to possess a high level of conflict resolution and mediation skills. There is an added difficulty in mediating between managers. Cite an example of a time you had to settle a disagreement between subordinates. A successful response will demonstrate how you can investigate the root cause of the issue and how well and how fairly you solved the problem with your subordinates.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"During my time at 123 Incorporated, I was managing two training supervisors. One managed trainers who facilitated classes in customer service skills such as effective communication, active listening, and other soft skills. The other managed hard skills trainers who facilitated sessions in computer navigation, data processing, and the like. Let's refer to the soft skills supervisor as Supervisor A and the hard skills supervisor as Supervisor B.
One day, Supervisor B came to me to complain that she felt she shouldn't be the one developing the plan for a course on email etiquette. Because email writing is a communication skill, she thought it should be assigned to Supervisor A. I asked her why she took on the task to begin with. She mentioned that she was intimidated by Supervisor A. I asked what the other supervisor had done to make her feel that way, and she answered that there were a couple of incidents during which Supervisor A was complaining out loud to the entire team about his bandwidth. Supervisor A was feeling overwhelmed with his tasks and was vocal about not taking on more work. At that point, Supervisor B had only been in the company for two months. My first step was to speak with Supervisor A separately about his current workload. He mentioned that he had been having difficulty managing his time but was not aware that Supervisor B had taken on the email etiquette course. He also mentioned that one of his trainers was experienced in the subject and would be happy to work with Supervisor B. Next, I had all three subordinates in a meeting to plan our way forward. We were able to delegate tasks reasonably in which Supervisor B would oversee the training plan from the trainer, and Supervisor A would work with Supervisor B on feedback."
Written by M Cheryl Harkins on September 3rd, 2021
Behavioral
2. Have you ever received negative feedback after facilitating an employee training session? If so, how did you respond?
How to Answer
After a busy day of facilitation, the last thing a training professional wants to hear is negative feedback. Show the interviewer that you can process negative feedback to your benefit. As a Learning Director, you will want to demonstrate that you can utilize learner feedback to improve training efficiency. Talk about the methods through which you assess feedback and the different training factors that can be improved by feedback. The interviewer will want to learn that you have a positive outlook when it comes to constructive criticism.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"To me, learner feedback is essential. In fact, I welcome it, and I encourage my training managers to welcome it themselves.
From feedback, we can glean pieces of information that could not only help us design better courses and help in making better decisions as a training organization. For example, one of the largest learning and development programs we rolled out over the last year was on cybersecurity. It was rolled out to the entire company in 30-minute sessions. After each session, we sent out feedback surveys to the attendees. The feedback on the first four sessions was dismal. Employees expressed that the training was boring and the content itself was outdated and generic. At that point, we decided to pause everything. We then went over the verbatim responses and defined what the learners found boring, outdated, and generic. We spoke to some of them to expound, and we revised the content and delivery. We went with a more practical approach and added role-play techniques to involve them during the session and help them see real value in the training."
Written by M Cheryl Harkins on September 3rd, 2021
Behavioral
3. How do you manage stress in the workplace?
How to Answer
Managing large, complex teams comes with many challenges. Moreover, as a training leader in the organization, part of your role may be to help employees develop helpful skills for the workplace, such as healthy stress management. The interviewer would like to know that you have a method in handling stress well and practice what you preach. Discuss the tools and resources that you lean on to help navigate stress in your work environment.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"I have developed a few modules around stress management myself, the principles of which are ones that are deeply rooted in my personal and professional experience. As a leader, I'm a strong advocate for work-life balance. I always remind my subordinates that they work to live, and not the other way around. The first principle for me is the eight-hour workday. As much as possible, I delay any tasks or activities that prop up outside of normal work hours until I actually start the workday. I think it's important to draw this line for others to respect my personal time. I also dedicate no more than two hours at a time to deep work. Deep work is any activities that need to be performed in a state of distraction-free concentration that push your cognitive capabilities to their limits. Then, I take 15-minute breaks throughout the day and avoid back-to-back meetings. When stress does start brimming, I take a pause, stand up and walk around the office, preferably where there's not a lot of people. I'm also religious about taking vacations. Finally, I ensure that I get uninterrupted sleep for at least six hours most nights, which I advise my colleagues to do. "
Written by M Cheryl Harkins on September 3rd, 2021
Behavioral
4. What challenges do you anticipate in this Learning Director role? How will you meet those challenges?
How to Answer
New challenges will always be present when starting a new job. Whether you are climbing the corporate ladder or applying at a new company, a career move can be challenging because of the changes in tasks, the context in which these tasks are executed, expectations, environment, and employee relationships. Discuss a couple of responsibilities present in this new role that could present a learning curve for you. Consider all factors, including the organizational structure, industry, and culture of the company.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"I anticipate a few challenges in this new role, but I do feel that they are all manageable. One of them is the size and structure of the training department. I manage five supervisors in my current role, with four of them reporting in the same office as I am, plus a field supervisor for our direct sales team. Having to manage double the number of supervisors and many of them located in different regions will surely need a lot of getting used to. Still, I have proven ways of rallying large teams and leading them towards one vision. On a related note, there is also the challenge of dedicating my time between different locations. In my experience, no matter how strong the larger organization's culture is, every office will have its own quirks. I plan to get myself acclimatized gradually by having open discussions with the training team, as well as cross-functionally at each location if given the opportunity to work for the company."
Written by M Cheryl Harkins on September 3rd, 2021
Behavioral
5. You have the opportunity to pick a training program and revise it. What would you pick and how would you improve it?
How to Answer
The hiring manager wants to learn that you can evaluate your own work objectively. Provide an example of a training program that you think could use some improvement. It doesn't need to be a failed program; improvements could come in the way of better materials, better content, or better tools. Talk about why you picked the program and the steps you would take to improve it. A strong answer will mention training success measures.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"The program that I would want to revise was for up-skilling customer care representatives. The company had just rebranded, and there was a new direction with regard to representing the brand from the customer care side. Because of bandwidth limitations, we decided to pull the reps out for 30 minutes and rolled out the training in a classroom setting. We had visual aids and handouts that outlined the brand values and how they should be reflected in the language used when interacting with customers.
Looking back at this method, I would say that we should have tried something else. There was minimal demonstration involved, so the representatives didn't really see everything in action. It would have been more effective if we allowed for simulations and let the learners devise different ways to apply what they just learned. This could have been done in shorter sessions after the first 30-minute class."
Written by M Cheryl Harkins on September 3rd, 2021
Competency
6. What learning program that you developed are you most proud of? Talk about what makes it impactful for you.
How to Answer
When hiring managers ask about accomplishments, they want to know what achievements you consider worthy of praise and why. From your answer, they pick out what type of Learning Director tasks you enjoy doing and the work environment you'd thrive in. Keep your answer focused on the role. You will want them to see how well you fit the job and the culture.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"The training program that I'm most proud of is from my current company. It's a suite of professional development courses specifically designed for entry-level employees and line managers. The suite includes negotiation skills, presentation skills, business analytics, change management, and coaching modules. We customized the design to infuse it with the employer brand, and the outcome is tangible for the learners. The blended courses were rolled out through classroom training, breakout sessions, simulations, and e-learning modules.
I'm very proud of what the program has accomplished so far. Because we made it available to the entire company, there were no pre-qualifications. That really helped motivated employees who historically had been disinterested in development programs or have not expressed any interest in career progression. Out of the 35 people who participated, seven have been promoted to mid-management. In addition, five moved up from rank and file to supervisory roles, and another three moved up to individual contributor roles."
Written by M Cheryl Harkins on September 3rd, 2021
Competency
7. How do you track and monitor the effectiveness of training sessions?
How to Answer
Every training organization has its own way of monitoring training performance, whether incorporated into the learning management system or done separately through different tools. For example, online assessments and features within a software program can be tailored to evaluate learners at every phase. Share some of the tools and methods that you have found the most helpful for tracking and monitoring the impact of your training sessions. A successful answer will include key performance indicators specific to training.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"I manage a rather large training organization composed of 12 learning and development trainers, three sales coaches, and two training managers above them. Our trainers and coaches incorporate learner evaluations into their training programs and track results through the learning management system. These evaluations include quizzes, one-on-one job simulations, and follow-up interviews. Each one has grading systems, and learner performance is monitored and documented. We then evaluate the success of each training class in terms of the pass rate, knowledge retention after 30, 60, and 90 days, as well as training effectiveness survey results from the learners themselves."
Written by M Cheryl Harkins on September 3rd, 2021
Competency
8. Describe your experience in human resource management or managing the employee lifecycle. Specifically, talk about your involvement with recruitment, compensation and benefits, employee relations, or employee engagement.
How to Answer
Training is under the umbrella of human resource management, including other functions that oversee the employee lifecycle. The hiring manager wants to learn that you understand the role of training related to the employee experience. Talk about the different ways in which you have collaborated with or supported other functional groups within human resources and how your experience has enriched your competence as a learning professional.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"At Preferred CX, our training manager reported directly to the Vice President of HR. Recruitment, Training, and HR Business Partners worked as a unified group. In fact, I was cross-trained to conduct recruitment interviews. On top of that, we held monthly calibration sessions with the recruitment team, comparing recent hires' actual performance to their testing scores in recruitment and their training scores. I was also highly involved in running employee engagement programs, such as team building activities and leadership development courses."
Written by M Cheryl Harkins on September 3rd, 2021
Competency
9. Provide examples of problems in the workplace that training would not be able to solve. Talk about the different reasons behind your examples.
How to Answer
Outsiders usually assume that most business issues can be solved by training. The interviewer will want to learn how you assess when a situation can be helped by training and when it cannot. A strong response will provide a quick analysis of the example scenarios, along with the root cause and your ideas as to what could solve the cited issues.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"Generally speaking, there are two categories of problems that can't be solved by training. In my experience, any issue can be categorized under these two. The first one is a people issue. Examples of people issues are lack of motivation, the absence of skill or ability, and conflict between employees. For instance, when employees demonstrate low morale or lack of motivation, they could be suffering from personal issues, or it could be because they feel under-compensated. Coaching and counseling by their immediate superior may bring underlying concerns to light, but not training. From there, the appropriate solution may be identified.
The second category would be the workplace environment. These are issues around tangible or practical factors such as the workers' tools, the processes they follow, or their resources. For example, if you have ten office workers and only eight computers are available, you can expect low productivity. No matter how efficiently you train them to use their computer time wisely, the productivity they could achieve if they all had their own computer is above and beyond what they could achieve at status quo."
Written by M Cheryl Harkins on September 3rd, 2021
Competency
10. What is your preferred Learning Management System? Talk about its pros and cons.
How to Answer
Technological advancements have done wonders for training organizations. One of these advancements comes in the form of learning management systems, which is a software application for administration, documentation, tracking, reporting, automation, and delivery of training or learning and development programs. Based on your experience as a middle or top manager working in the training space, talk about a noteworthy LMS you have utilized. Remain objective when presenting your pros and cons by outlining how the tool helped your training organization achieve program goals.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"I've encountered and implemented a few learning management systems in my career. The most remarkable one so far is Moodle. When I was a learning and development manager at XYZ Incorporated, we needed a highly customizable LMS, and Moodle was perfect for that. We could use a lot of its out-of-the-box features, but we really needed to develop some of the functionality. I like that it's open-source so that our own developers could tinker with it and tailor-fit it to our organization's needs. As corporate training is highly modular, Moodle also adopts a modular design. Our trainers were able to build their own courses using the plug-in. The set of functionalities are robust, and it allowed our team a lot of collaboration. Moreover, it offers online and offline learning, so learners can take their learning modules and learn at their own pace when needed."
Written by M Cheryl Harkins on September 3rd, 2021
Competency
11. What experience or credentials set you apart as a Learning Director?
How to Answer
Hiring managers review resumes all day, and they will all start to look alike at a certain point. Talk about the experience or credentials that make you a standout but a perfect fit for the role. It may be something unique from your background or something that amplifies your qualifications enough to pique the hiring manager's interest.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"I'm really proud to highlight my international experience as a training professional. A few years ago, I was employed by a tech company that has a wide global footprint. I started in the company as a training specialist, facilitating new hire classes. After a year, a training supervisor spot opened in Dublin, Ireland. I was young and single at the time, so I took my chances. Fortunately, I made it and worked in Ireland for a good two years. Midway through those two years, I split my time between Dublin and Singapore as we opened a new office there. Whenever new training specialists were hired, I would train them and stay with them for at least a month until they were comfortable in their new role. This experience has enriched my competence in training. The cultural nuances that I was exposed to helped improve my audience analysis skills. It also helped me discover new training methodologies that I learned from the other training professionals I met in Europe and Asia."
Written by M Cheryl Harkins on September 3rd, 2021
Leadership
12. When hiring new trainers or training specialists, what competencies and qualities do you look for?
How to Answer
The interviewer wants you to paint a picture of the perfect subordinate. Your answers will give them a peek into your leadership style. Talk about the different qualities you prefer and how you imagine the relationship or dynamics between you and your subordinates, as well as the dynamics between your subordinates. A successful answer will reveal qualities that complement yours as a leader and enhance harmony within the team.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"When hiring new trainers or training specialists, I look for three specific characteristics. The first one is curiosity. To me, thriving in this business means you always yearn to learn. Curiosity leads to open-mindedness; it also leads to adaptability and innovation. The second fundamental characteristic I look for is being analytical. I don't need people to be super mathematical, but I need them to have a certain level of problem-solving skills. Lastly, I would cite collaborativeness. I don't need people to work in silos. I prefer my trainers to be self-aware and cognizant of how others' strengths can benefit them. Being open to collaboration often requires a level of humility, as well as effective communication skills."
Written by M Cheryl Harkins on September 3rd, 2021
Leadership
13. What qualities do you believe make an excellent Learning Director?
How to Answer
Before your interview, take some time to learn about the company culture and select a few characteristics you possess that satisfy the qualifications required of the Learning Director role and make you well-aligned with the company's culture. Remember that hiring managers interview candidates all day long, so consider highlighting the reasons behind each quality to help you stand out. Each adjective doesn't need to be overly unique, but the way you expound on them to the interviewer could make a massive difference.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"There are a few qualities that the leader of your company's training department should possess, and I believe that I have those qualities. The first one is my passion for learning. I believe that as a practice, learning and development empowers the workforce, and I'm very excited to learn that your company shares this philosophy. Personally, I embrace continuous learning to expand my own knowledge and enhance my skills. I keep myself updated with the latest happenings and innovations in my field. The second quality is agile thinking. Because we work in such a fast-paced industry, it's vital for me as a leader to consciously shift my thinking when the situation requires it. I have to be able to make strategic decisions on the fly to not hold up any other business processes. Lastly, I want to say that I'm an empathetic leader. I try to always be cognizant of other people's experiences and why they make the choices they do. It helps me communicate with colleagues more effectively, whether they are my equals, superiors, or subordinates. It also helps me to withhold judgment and be objective in my dealings with others."
Written by M Cheryl Harkins on September 3rd, 2021
Leadership
14. Have you ever managed training managers? Walk me through your management style and why it works for you.
How to Answer
When you're managing trainers, you will set expectations around their work in training. For example, you check ongoing training classes, observe and give feedback, and review their training results. However, when you're managing managers, you would need to do all those things around management. The interviewer will want to hear the different management activities you associate with managing training managers. Talk about the different expectations you will set for them and the various methods you employ to help them become successful in their role.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"Fortunately, training managers are very experienced in the practice of evaluation, which really helps with them having an open mind when it comes to being evaluated. The key to managing training managers is clear communications. I will set expectations up-front of what the business defines as good management and my own expectations as the Learning Director. I will utilize the same process for evaluating trainers. So, I will be observing managers when they're evaluating or coaching trainers. I will also give them thorough feedback from my observation and work with them on action plans."
Written by M Cheryl Harkins on September 3rd, 2021
Leadership
15. It's your first day as the Learning Director at a new company. What would your day look like?
How to Answer
Address three aspects: leadership, strategy, cross-functional collaboration.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"If I were given the opportunity to take on this role, here's how I imagine my first day. Outside of the typical onboarding activities, my first order of business would be to meet with my superior and other leaders pertinent to my role. I would ask them how they would measure my success as a Learning Director and their overall goals for the training department. I would also want to learn what type of working relationship they prefer. Next, I will want to find out the current business goals. I want to know what the specific targets are and how well we're tracking against them. This way, I can determine how training fits into the strategy. Then, I will meet with cross-functional leaders and introduce myself. I want to let them know that I'm excited to be working with them, no matter how little interaction they currently have with training. I want them to know that I'm open to their recommendations. Lastly, I will meet with my team. While they might feel as if they were last on my list, I will assure them that I met with everyone else first because I wanted to equip myself with enough knowledge about the organizational structure and its goals. Armed with this knowledge, I'm able to present them with an overall plan for the team. I will want to give them the opportunity to express their needs, grievances, and expectations."
Written by M Cheryl Harkins on September 3rd, 2021
Leadership
16. What is your experience in working cross-functionally with other departments? Talk about how you collaborated with other leaders.
How to Answer
Working well across different functions of the business is a high-level skill required of a Learning Director. Show the hiring manager that you possess the communication, organization, and conflict resolution skills required to lead or support cross-functional efforts. Further, you will also want to demonstrate flexibility, strategic alignment, and team spirit when recalling your experience.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"I've been a training leader for a decade, and a majority of the projects that I have either led or supported were cross-functional in nature. At Acme Consulting, for instance, the organizational development (OD) team usually initiates new training programs. They ran continuous process improvement campaigns and identified skill and knowledge needs. For example, the company was on a growth spurt and needed to hire or promote new supervisors.
As the training lead, I worked with the OD team to review the current playbook for our managers. They had already done the work to improve processes by standardizing and documenting them. I worked with them to identify any improvements needed in implementing these processes and improvements needed in performance management by our current supervisors. On the operational side, we collaborated with department heads from quality assurance, workforce management, and data analytics. On the enablement side, we collaborated with recruitment and the HR team, and the information technology group. I led these discussions, which were in-depth and sometimes contentious-all par for the course for these types of efforts. Everyone represents the interest of their own functional group, so it was my job to expose them to the other groups' interests. In the end, my training team successfully developed a leadership program. I'm proud to say that since then, 85% of our leaders were promoted from within, and the median tenure after their promotion has been 2 years."
Written by M Cheryl Harkins on September 3rd, 2021
Leadership
17. How would your subordinates describe you?
How to Answer
When a potential employer asks how your subordinates would describe you, the reason is for them to get a general sense of your leadership style and your level of self-awareness. They may have already spoken to references and want to compare your answers to theirs, so be honest with your answers. Provide detailed responses that show how your attributes make you the best fit for the role. Further, cite instances during which these characteristics contributed to your success as a leader.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"Different subordinates may give you different answers, but I do think that there are a few of my attributes that can tie all of their answers together. My former subordinates would describe me as firm. I owe it to them to be firm by communicating goals and expecting everyone under me to align their work with those goals. They would probably add that I'm results-driven but not necessarily rigid or inflexible. In fact, other people would describe me as a diplomatic leader. I always encourage input from my subordinates and often act on those inputs. Lastly, I think they would say that I'm a motivator. I think that comes with the territory as a training professional. I've heard from previous subordinates that they think I have a way of inspiring them to do better without adding so much pressure."
Written by M Cheryl Harkins on September 3rd, 2021
Leadership
18. Talk about your favorite manager. What qualities did they have that stood out to you the most?
How to Answer
The way you perceive figures of authority says a lot about your attitude as a leader. Provide an example of a leader who has had a lasting impression on you and influenced your own leadership style greatly. Discuss the different qualities they have and how those qualities have made an impact on you.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"My previous training director comes to mind. He encouraged all of his subordinates to be innovative and open-minded. We were given a lot of room to explore so that we could come up with new ways of solving not only training problems but also other problems in the workplace. He would conduct brainstorming events with all training professionals to help drive the philosophy that we should be initiators instead of executors. While I make it sound like he's a creative person, he was actually data-driven and analytical. I've adopted the same philosophy with direct reports. I always encourage them to step out of their comfort zone and learn what they can from outside forces. I like to foster an environment in which everyone feels like a leader and that they have a stake in the outcome."
Written by M Cheryl Harkins on September 3rd, 2021
Strategy
19. You're tasked to create a new training program by the executive leadership team. What pieces of information would you ask for first?
How to Answer
Developing a training program is a systematic, step-by-step process. The interviewer wants to learn how you apply your analytical skills in taking the first step of instructional design, setting the objectives of a training program. Executive leadership teams often set lofty goals that may not be realistic for training programs to achieve. Some of the data the interviewer will want you to identify are the overall business goals, the baseline metrics associated with these goals, and other factors such as time and budget constraints.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"Whenever executive leadership approaches me to create a learning program, I always start with the basics. First, I want to find out what the ultimate goal is. For instance, I will find out if it's simply to disseminate complex information to all employees or if we want to improve performance in a certain business function. Based on the answer, I can assess whether or not it's a problem that training can fix. Second, I need the audience. Who needs to be trained and why them? The next one would be time and budget constraints. How soon do we need to deliver the program, and what is the budget? Once I have the answers to these questions, I can take them away, run a deeper analysis and come back to leadership with a plan. Oftentimes, I will come up with a laid-out plan. But sometimes, I may come back to them with a training needs analysis that results in an action plan outside of training. This is usually more difficult to sell, but leadership needs to understand when training is useful and when it isn't."
Written by M Cheryl Harkins on September 3rd, 2021
Strategy
20. How do you keep up with new developments and trends in employee training and development?
How to Answer
As a leader, you have the opportunity to influence teams from the inside using your training expertise to implement and change programs that equip employees with job skills and meet their performance targets. Talk about the different avenues through which you grow your industry knowledge. A successful answer will mention how being updated in your field has benefitted you and the business.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"There are a few ways in which I keep up with trends and new developments in learning and development. One is by following some of the most trusted sources in the business of learning, such as Training Industry and Dale Carnegie. I'm also part of a LinkedIn forum for training professionals through which I've had a great history of networking with the best in the business. With so many trends coming up in the space, I like having these sources as a filter that distills the information for me. By subscribing to newsletters and listening to podcasts, I have an easy way of picking certain aspects in these think pieces and discussions that apply to my work. For example, I recently learned about few methods of combating virtual meeting fatigue. I shared this with my team, and they were able to apply some of the techniques in their virtual learning sessions."
Written by M Cheryl Harkins on September 3rd, 2021
Strategy
21. Why is it necessary to conduct a training needs analysis? Provide reasons and examples.
How to Answer
As a performance improvement tool, training is needed when employees are not performing up to a certain level that is expected. Identifying the need for training is the first step in an effective method of instructional design. Describe a time during which you successfully conducted a training needs analysis or assessment (TNA) that resulted in identifying the right audience, training method, and other training elements. The interviewer will want to hear that you have theoretical and practical knowledge of the TNA process.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"One of the main reasons to conduct a training needs analysis is to determine whether or not training can fix the problem. We can also determine whom to train and how to train them. Another reason is to determine what would happen if training does not occur.
During the organizational assessment, we evaluate organizational performance and assess skills, knowledge, and abilities required by the organization. It takes into consideration additional factors like demographics, societal trends, technology, and the economy. As a result, we can identify any gaps in performance, knowledge, or attributes and the specific people or groups we see these gaps in. If there are no real gaps, then there is no need for training.
We narrow things down further during the operational level assessment, during which we examine the skills, knowledge, and attributes required for affected groups. We identify how and which discrepancies that exist and determine the training the employees need. At the individual level, we can identify inconsistencies in how every employee performs their tasks. This reveals the skill and knowledge levels, and anything that impedes individuals from performing to the best of their abilities."
Written by M Cheryl Harkins on September 3rd, 2021
Strategy
22. How do you decide what instructional design methodology to follow? Talk about your process.
How to Answer
Most learning and development professionals are adept in certain instructional design methodologies. Selecting the best methodology depends primarily on the industry, the audience, and the subject of training. Popular ones include the ADDIE Model (Analysis, Design, Development, Implementation, Evaluation), Bloom's Taxonomy, and SAM (Successive Approximation Model). Talk about your experience in utilizing any one instructional design method and your reasons for selecting it. A successful response shows a demonstrable knowledge of instructional design theory.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"In the corporate world, training is often reactive rather than proactive. When designing reactively, I usually resort to the Successive Approximation Model. I prefer it because I often have limited time to analyze and because it is agile and, therefore, iterative. It's the most viable when you are given a short time to develop a course. Plus, training is rarely something we conduct only once. So the SAM framework is perfect because we can evaluate after a pilot run and improve before the next one. On the other hand, when designing proactively, I often employ ADDIE or ASSURE. The latter differs from the ADDIE model because it typically caters to learners through technology and media. I like that it is very objective-driven, which is crucial in a corporate setting. We often get a clear target metric to work towards, so it's essential for us to select learning media based on the skills, knowledge, and attributes associated with the target metric."
Written by M Cheryl Harkins on September 3rd, 2021
Strategy
23. Describe a time when you had to sell an idea or change someone's mind.
How to Answer
As a leader, Learning Directors will come across situations in which they have to influence others- superiors, other leaders, or subordinates- to make a decision. Your answer should be based on your own past experience. The interviewer will want to learn that you were collaborative and respectful. Further, they will also want to hear that your intention was honest: you want what's best for the business. A strong answer will be built on facts and data rather than emotion and opinion.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"During my second year as a learning and development manager at MM Manufacturing, I proposed to completely change the way we rolled out our new hire training. At that time, e-learning or anything virtual was foreign territory for the company. With the old way, our new hires took a day of orientation, and then they would embark on a month-long on-the-job training. The first couple of weeks was done through a buddy system in which they were paired up with a current employee. The ensuing weeks would involve 60% actual work, and 40% of the time was spent overseeing all new hires with the supervisor. That system worked for decades, but it also resulted in various inconsistencies in the process, and quality was compromised.
I proposed to adopt a few new high-tech tools: an augmented reality (AR) simulator and micro training through e-learning modules. At first, I faced a lot of opposition from leadership because of the cost associated. On top of that, managers who had been with the company for a long time expressed their disapproval. In fact, some of them were insulted with the suggestion of changing their 'proven ways.' What I did was to put some slides together, presented to them with the cost-benefit analysis, success metrics from competitors who had already implemented these training solutions, as well as training engagement survey feedback from a group of employees who tested the tools.
After that, I had the leaders themselves undergo the AR training. They were blown away by how accurately it captured the fine motor skills required for the job. As for micro training, we designed the modules to be run during critical new hire phases to ensure their knowledge of quality standards was retained in the first 30, 60, and 90 days. Further, we also designed it for annual certification. It ensured consistency in our processes. I'm proud to say that the company continues to utilize these training tools to this day. In fact, they experienced a 15% decrease in customer returns and an increase of 8% in quality."
Written by M Cheryl Harkins on September 3rd, 2021
Strategy
24. Why do training programs fail? Walk me through a few different reasons.
How to Answer
Evaluation is often the final phase of instructional design. With this question, the interviewer wants to learn that you can evaluate the success of training programs with an analytical lens. Draw from previous experience and provide examples of failed programs. A solid answer will show the interviewer that the reasons you provide are based on facts. Speak objectively rather than subjectively.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"I will cite two of the top reasons based on my experience. Employee training programs fail because of irrelevant training content and because we are addressing engagement or employee morale issues as competency issues. First, irrelevant training content comes in different forms. It could be that the content is too generic, and some employees don't find it particularly useful for their job. Another way content becomes irrelevant could be how the information is organized. The order of topics must directly address how the learners will apply the knowledge after training. It doesn't need to be organized thematically or academically.
The second reason programs have failed on my watch is when management demands training to improve employees' skills when management should be improving employee morale. For example, if a certain group of employees isn't performing as well as others, it doesn't necessarily mean that they're not as skilled. If they'd previously performed well, then it's impossible for their competencies to disappear. Oftentimes, the underperformance is attributed to poor management by their immediate superior. They might not feel supported, engaged, or motivated. None of these reasons can be addressed by training."
Written by M Cheryl Harkins on September 3rd, 2021
Training And Development Manager
25. How do you adapt when you need to make last-minute changes to a training program?
How to Answer
With this question, the hiring manager is gauging your adaptability to change. Show the hiring manager that you are adaptable and flexible. Learning and development, at its core, is a human resource function, and humans deal with changes all the time. Show the interviewer that you can embrace change. If possible, provide an example of a time when you adapted and made last-minute changes to a program or session.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"I adapt well in last-minute situations. Working with people means that there are no promises on how my day will go. This reality is one that I learned early on in my career. My job is about the programs that I develop, but it's also about responding with compassion for the people that I teach. Sometimes this approach means taking a new direction.
Last year, I was running a culture appreciation training for leaders who were about to leave to work at our location in Australia. The sessions were facilitated in a classroom setting and involved standard instructor-led modules, listening acuity exercises, and audio-visual material. After facilitating the first learning module, I sent the employees out for a break. While reviewing the slides for the next module, I found out that the file was corrupted and completely unusable. I took a deep breath and went over the session again to see if there was anything I could swap the topic with. Thankfully, I designed the training to be somewhat agile in which there are sequential modules, but with non-specific learning activities peppered throughout the entire session. I decided to put on an audio/visual presentation instead about the Australian accent. As I look back, I think it was actually an excellent decision. It helped ease the learners towards a better comprehension of the accent. It also helped them understand the background of the dialect and let them see the culture from a different lens."
Written by M Cheryl Harkins on September 3rd, 2021
Training and Development Manager
26. What kind of training materials have you developed from scratch? Talk about how you decide which type of material to develop.
How to Answer
As a Learning Director, you will be managing training professionals who are experts at developing learning modules from scratch. They may produce up-skilling or cross-skilling e-learning modules or work alongside their company's Human Resources team to develop participant guides for onboarding new hires. To effectively manage them, you must be a subject matter expert when it comes to developing training materials. When crafting your response, consider discussing both the depth and breadth of your experience in developing training materials. Highlight a couple of formats that you favor for specific purposes.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"I've developed a multitude of training materials from scratch, ranging from simple workbooks and presentation slides to very complex call simulation decks and e-learning modules. When it comes to traditional instructor-led live training, audio-visual presentations and participant guides are always effective. This format is best for knowledge transfer when you need a facilitator who is also the subject matter expert. For up-skilling, I prefer simulations, hands-on training with smaller groups, or self-paced e-learning and self-paced modules."
Written by M Cheryl Harkins on September 3rd, 2021
Training and Development Manager
27. If you had to improve in one area of instruction or communication, what would it be?
How to Answer
The interviewer wants to learn that you are self-aware and desire professional growth. Think about opportunities for improvement that may be relevant to the Learning Director role, such as adapting to working with a remote team. Avoid mentioning any weaknesses that could compromise your application, such as difficulties managing certain types of personalities. Talk less about the area of improvement; rather, discuss the actions you are actively taking to improve. A strong answer will demonstrate to the interviewer that you have done your homework regarding the job qualifications and the company culture.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"I'm actively taking steps to improve my calendar management, and delegation, to a certain point. When I managed just two teams, I spent afternoons with instructional designers, ideating and whiteboarding. I'd sit with the learning and development managers developing evaluation tools, and we would get so deeply into the flow of our work for hours. As the team scaled, spending long, focused blocks of time on a single subject or activity became a real challenge. My calendar is rife with back-to-back meetings that required me to almost unlearn the past discussion and mentally prepare for the next one.
I've adopted a few techniques to manage my calendar better: scanning through it first thing in the morning and preparing for each meeting, coming up with bullet points for each one, and setting realistic tasks. I've also deputized my training managers on certain general training tasks. For example, if any meetings are about analytics and business goals, I've trained one of the training managers to represent me. This way, I'm not only freeing my time to be able to lead better, but I'm also developing who's next in line."
Written by M Cheryl Harkins on September 3rd, 2021
Training and Development Manager
28. Describe a time during which you had to leverage data in order to make a decision.
How to Answer
With this question, the hiring manager is assessing your analytical skills. Select a specific training-related experience in which you analyzed data and based your decision on the results. Craft your response in a format such as the STAR (situation, star, action, result) method. The hiring manager will want to learn that you are an objective leader who makes data-driven decisions.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"Last year, my team at ABC Global rolled out a new HR Information System which all 12,000 employees across the world would need to utilize to apply for leaves, dispute payroll discrepancies, and update their information, among other things. Our team piloted a set of self-paced virtual modules as part of this implementation. Each learner was asked to provide feedback once they completed all the modules. After the first group of 40 employees completed their training, we compiled the feedback results and saw a chunk of the learners gave the courses a negative rating, about a third of them. The reasons they provided ranged from the courses being too short, boring to inadequate. One of these responses came from the VP of Information Technology, and the feedback made its way to executive leadership.
I found out through my boss, the VP of HR, who questioned our methods and the effectiveness of the training. When I met with her, I mentioned that 40 employees don't even constitute 1% of the total population, let alone a third of 40. So, I proposed a plan to get a larger sample size of the feedback. All 40 employees were located in the same business region and shared other demographic similarities. I recommended that we roll the training out to other regions first and wait until we have a wider range of demographics before making any changes to the modules. Soon after, we got results from all around the world and reached 120 employees. We paused the rollout to analyze the data and found no significant uptick in the negative feedback. In fact, we got an overwhelmingly positive response from 83% of learners. At that point, I recommended we continue to keep an eye on the survey feedback and gather insights from verbatim responses. At 25% of the rollout, we paused again and made minor improvements to the courses utilizing the data we gathered. In the end, we exceeded our target for 98% of current employees to complete the training. Our overall neutral and positive rating was 93%, which was 3% higher than the goal."
Written by M Cheryl Harkins on September 3rd, 2021
Training and Development Manager
29. Talk about the last time you were in the learner seat. What did you learn and how did you feel about it?
How to Answer
Learning never ends, and this is especially true if you are a learning and development leader. The hiring manager wants to hear that you have a passion for learning yourself and don't just appreciate it from afar. Describe a recent training class you attended or the last learning module you took. Highlight the key takeaways and your opinion of training elements such as the delivery, content, etc.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"Last year, I started taking online classes in organizational development at a university. I took a few human resource development classes in college. Still, after a few leadership roles in an enterprise setting, I really felt motivated to learn the science about how humans behave in different types of organizations. All of the classes were conducted synchronously, giving the lecturer a chance to engage with the learners and answer questions in real-time. Further, there were no exams or quizzes other than the final exam, which came in the form of a case study. I am more than satisfied with the content, which is well balanced between theory and practical application. My key takeaways were the various organizational frameworks that we explored and utilized in our case studies. The delivery was fine because of the nature of the subject. However, I do think that delivering it asynchronously by making the courses available on-demand would have made it accessible to more professionals."
Written by M Cheryl Harkins on September 3rd, 2021
Training and Development Manager
30. What is your learning and development philosophy and how do you apply this philosophy in your work?
How to Answer
With this question, the interviewer wants to learn about the direction you will take the training department. As a leader, you are expected to establish a vision, define it to your team, and lead them toward achieving it. Ensure the interviewer that you are committed to the job and motivated to uphold the crucial role of learning and development in the business. A strong response will specify how you plan to apply this philosophy.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"People, and their talents, are the most important resource in the organization. When it comes to learning and development, the learner is at the center. My job is to lead a training department dedicated to supporting the development of talent in more than one way. The first way is by offering training programs that impart knowledge to them and further enhance their skills. If they can contribute more toward the success of their department and the company, then that means we are doing our job well. Another way to support talent development is by managing a motivated training team because motivated training professionals put their learners first."
Written by M Cheryl Harkins on September 3rd, 2021
Training and Development Manager
31. How do you determine which delivery method to use to ensure the best learning experience?
How to Answer
As a Learning Director, you likely have an arsenal of go-to methods for training delivery. The interviewer would like to know which methods you prefer and for which reasons. Based on the job description, discuss the most effective methods you have in mind, the tools you utilize to deliver them, and their impact on the learners. If you are unsure whether these methods are viable at the company you're interviewing with, it's fine to ask the interviewer. If any tools are identified in the job description, it would be beneficial to discuss your level of familiarity.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"When it comes to enterprise-level training for a company as large as yours, I prefer a blend of different methods for different reasons. Because employees are spread across multiple regions, the delivery will depend on the content and the audience, such as if the training is for a specific group or the entire organization. For example, if we need to roll out training on the company's code of ethics, I would likely propose e-learning through which pulling employees out from work would be unnecessary. They'll be able to do it in their own time and at their own pace. For this type of content, a mix of video material and interactive material would work best. On the other hand, if we're implementing new software for a specific department, I would prefer a mix of instructor-led training with hands-on experience using the software's training environment. This way, they can explore the tool fully, and the trainer can correct mistakes before actual use."
Written by M Cheryl Harkins on September 3rd, 2021
Training and Development Manager
32. How do you ensure that training programs are strategically aligned with business goals?
How to Answer
As a Learning Director, you will be championing programs that directly impact the workforce and the company's business goals. The interviewer would like to learn about your approach to strategically aligning with these goals. Give examples of long-term and short-term goals to associate the different factors impacted by learning and development programs. A strong answer will specify key performance indicators and other measures of success.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"During the design stage of instructional design, the most important factors to consider are learning objectives, content, delivery method, and evaluation tools. Let's say, for instance, that the organization's long-term goal is to improve its brand reputation. This is usually measured through a net promoter score (NPS). I would identify which lines of business directly impact the NPS, such as customer service groups and sales groups. From there, we can establish the baseline NPS and define what constitutes an impactful improvement. Then, my team would develop a program that directly addresses the gaps in customer service by looking at the NPS quantitative and qualitative data. After that, we can identify the skill gaps that can be addressed by training, develop the content, identify the best mode of delivery for the content, and evaluate the learner's progress and program effectiveness. I personally prefer to keep the process iterative so that I would negotiate gradual evaluation. For example, we would set goals to measure learner performance against goals immediately after training and set milestones well after that. This way, if we identify more opportunities for learning after 30 days, then we can follow-up with quick sessions or coaching."
Written by M Cheryl Harkins on September 3rd, 2021
Training and Development Manager
33. Walk me through your experience in facilitating adult education.
How to Answer
Learning Directors are tasked to manage other training leaders whose main task is to facilitate learning for adults. Ensure the interviewer that you can evaluate the work your subordinates do, based on your credentials in adult learning. Briefly describe your work history in the subject. A successful response will highlight hands-on experience as a facilitator, your experience in establishing and managing the adult learning process, as well as any educational background or training certifications you may have.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"I have a total of ten years facilitating adult education in the workplace. For the first three years, I was a training and quality specialist at ABC Inc, where I trained new hires. I facilitated training sessions that ran for a total of 40 hours over a week for classes of five to 25 trainees. During my time there, I conducted training more than 100 times to almost a thousand new hires. I then moved to training and quality manager for the next three years, with two specialists reporting to me. Part of that job was to step in whenever a specialist needed back-up or couldn't make it to work. Moreover, I was in charge of onboarding new training and quality specialists and trained them. I also developed new courses and revised old ones.
After that, I was hired by 123 & Co as a Learning and Development Manager. There were seven Learning and Development Trainers who reported to me during that time, and I conducted train-the-trainer sessions for them. I have been with the company for five years and was promoted to Senior Manager two years ago. Even though I haven't facilitated classes for new employees, I have been one of the main facilitators for all of our career development courses. In addition, I've recently received my Master's Degree in Learning Design, Innovation, and Technology from Harvard's Graduate School of Education."
Written by M Cheryl Harkins on September 3rd, 2021
Training and Development Manager
34. What are creative ways in which you engage employees during training?
How to Answer
Employees can view training as boring and prescriptive. Show the interviewer that you can think outside of the box and get creative regarding training methods. Talk about ways in which you create an engaging learning environment. Provide an example or examples of unique and impactful training methods. A strong response will demonstrate how the delivery helped achieve training objectives, allowing the interviewer to picture your work in action.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"There are a few different methods I employ to increase learner engagement in corporate training. The first one is gamification. We add scoring, badges, team assignments, and similar exciting game features to gamify courses to training modules. Gamification helps to incentivize learners. In return, they feel rewarded, and their learning is accelerated because it adds an element of competition.
Another creative training method that I find very engaging to learners is group presentations led by the learners themselves. One of the best ways to learn about a subject is by teaching it. This can be done by having trainees team up and assigning them a topic. Allow them some time to conduct some research and put their presentation together. To fill in any gaps, the facilitator can wrap up all the topics assigned after everyone is done with their presentation and ask questions to check for comprehension. When learners invest their time and effort into learning a subject well enough, they feel a sense of achievement at the end. It also instills a sense of ownership and responsibility on them, which is a way for facilitators to spot leadership skills from the trainees."
Written by M Cheryl Harkins on September 3rd, 2021
Training and Development Manager
35. How do you ensure that your employee training sessions are effective?
How to Answer
Considering that a lot of your work is measurable, the interviewer would like to know how you achieve the objectives set at the beginning of each training session. Explain how you assess your training organization's influence on the business. Talk about the different methods you employ, such as post-training evaluations, gathering feedback, conducting surveys, and reporting to senior leadership. A successful answer will build on quantifiable objectives.
Written by M Cheryl Harkins on September 3rd, 2021
Answer Example
"Before a course is even developed, I always set training objectives with the manager in charge and the instructional designer. First, we must ensure that all our objectives are tied to operational goals. For example, if the overall goal of the business is to increase net sales, then we must understand the current sales performance and the target metrics associated with it. From there, we will be able to build a program that directly addresses the skills and knowledge to improve sales performance. The second factor that we need to incorporate into the course is evaluation. The skills and knowledge we address must all be quantifiable and measurable to evaluate learning realistically and pragmatically. After the training, we measure the same sales performance metrics for improvement. The last element would be feedback surveys. It's one of the best ways to ensure that the course is relevant for the learners, the training method works, the training environment is conducive, and the facilitator is effective."
Written by M Cheryl Harkins on September 3rd, 2021