Careers
Training and learning design director
Analysing a skills need, designing the arrangement that answers it, having it produced and measuring its effect on the job: the training director turns a training budget into capability genuinely acquired.
Turning a budget into capability
It all starts with analysing the real need, which often differs from the stated request. The director then builds an arbitrated plan: what is produced in-house, what is bought, what is deferred. Learning design gives the arrangement its shape — framework, blocks, storyboarding, delivery modes, assessment. Effect measurement closes the loop and becomes the argument for the next budget: what participants do differently in their role, three months on.
- Analyse a skills need and distinguish it from the stated request
- Build a block-based framework and its assessment arrangement
- Arbitrate between in-house production and buying provision
- Measure the effect on the job and defend next year's budget
Organisations that train
- HR departments of groups and large companies
- Vocational training centres and awarding bodies
- Universities, schools and private education institutions
- Development programmes running capacity-building components
- Mining and industrial companies training their teams in-house
What the commitment represents
Training takes time, and that time can be counted. Here is how many months, how many taught hours, how many credits, and for what recognised level of responsibility. You can set these figures beside your professional calendar and decide with full knowledge, which is the only way to see a programme through.
- qualification level
- 7
- months of programme
- 9
- taught hours
- 700 h
- credits
- 70
- competency blocks
- 5
Expert and executive
Led by an instructor.
1 credit = 25 h of work, 10 of them taught.
Framework of the « Training and Learning Design Director » qualification, code TP72.
The programme, exactly as filed
What you read here is the filed content, with no marketing rewrite. Each block carries its official title, its scope and its taught hours. It is the document a panel consults, the one an employer receives when funding, and the one the final certificate rests on.
| Competency block | What it covers | Taught hours |
|---|---|---|
| Training policy and plan | Needs analysis, plan, budget, funding, in-house versus external trade-offs | 190 h |
| Learning design | Frameworks, competency blocks, storyboarding, delivery modes, AI-assisted production | 200 h |
| Assessment and certification | Assessment arrangements, panels, prior learning, quality, regulatory compliance | 170 h |
| Measuring effect and steering | Indicators, effect on the job, return on training investment, reporting | 90 h |
| Executive conduct | Refusing training that answers no need, advising leadership | 50 h |
Leading learning design
The path to this occupation is chosen on facts: how long, how many hours with an instructor, how many recognised credits and what amount in Guinean francs. The table gathers them for every open option, in the order a candidate reviews them before filing an application.
| Programme | Duration | Credits | Taught hours | Fees |
|---|---|---|---|---|
| Management and Project Management programme — Bac+5 level · Master's degree | 2 years | 120 | 1200 h | 6 500 000 GNF per year |
| Applied AI for Business Certificate · Professional certification | 4 months | 12 | 120 h | 3 200 000 GNF in total |
Your questions, our answers
What does artificial intelligence change in this job?
It speeds up producing materials and individualising paths, provided a solid framework governs the result. The qualification's framework explicitly covers assisted production, and the AI in business certificate gives the operational literacy.
How is the effect of training measured?
Through a business indicator chosen before the start and measured before, then three to six months after: processing time, rework rate, volume handled, events avoided. The framework devotes a full block to that measurement and its reporting.
Does the role exist outside large companies?
It also exists in training providers, which design and have their own programmes certified, and in development programmes where capacity building is often the main component.
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