So, you want to build a training department from scratch? You have buy-in from stakeholders, good rapport with employees and a successfully launched pilot training program. Now, it’s time to lay the groundwork for a sustainable training department. After establishing credibility as a learning and development (L&D) professional, the next challenge is structuring a department that drives long-term success. This article outlines key steps for setting up a training department from the ground up.

How to Build a Training Department from Scratch

Establishing an official training department is key to building a sustainable L&D brand and fostering a culture of continuous learning. It also provides employees with a way to connect and engage with professional development opportunities. To build a structured training department of your own, follow these five steps.

Step 1: Define your L&D goals and strategy.

First, align training objectives with company goals and employee development needs. Laura Jarman, CPTM, Training Coordinator for DuPont Tyvek®, emphasizes the importance of aligning training with the business’s case for a centralized training department. “First and foremost, make sure you are aligned with what the business is looking for,” Jarman says. To do this, identify key competencies and skills the organization needs to develop. Then, decide on a training model — whether in-house, blended, eLearning or external partnerships — that best supports these goals.

Heather Torres, CEBS, CPTM, director of L&D at Brown & Brown, shares some expertise on the matter. Torres explains that you need to secure leadership buy-in on the goals — not just agreement that they matter, but clarity on what those goals actually are. Leaders have different priorities or problems they want to solve, leading to misalignment. To successfully bring the vision to life, it’s crucial to ensure both short-term and long-term goals are clearly defined and aligned across the organization. Without a shared understanding, the entire initiative risks falling apart.

Torres reminds us that L&D leaders may not always be invited to the table, so taking initiative is essential. “You’re not always invited to the table, so sometimes you have to make a seat, and sometimes, the seat is in the other room,” Torres says. “Anytime you can be a part of a meeting, (e.g., a mid-level leadership meeting) join and just listen. The more information you can get, the better you can speak to it, and the more you can help them connect those dots, the more you can bring to the table.”

Initiate more conversations through virtual check-ins or informal chats to connect the dots across teams. Consistently offer value and insights, and leaders will begin to seek your input. By building strong partnerships and positioning yourself as a strategic asset, you make it easier to advocate for your department and its goals.

Step 2: Establish roles and responsibilities.

Second, as a training team of one, you’ll need to create your own dream team by forming strategic partnerships cross-departmentally. Start by defining key roles (e.g., instructional designer, facilitator, LMS administrator) or consider leveraging internal subject matter experts (SMEs) to support training efforts.

Jarman says that there’s always a need for training, but it’s crucial to advocate for a dedicated internal team rather than relying solely on external providers. Leadership needs to understand their role and expectations in the process. It’s also important to determine the right type of training — whether it’s job-specific or career development — and to align it with the needs of the workforce.

Having this clarity from the start ensures a more effective approach to building the team and structuring training initiatives moving forward. When it comes to staffing a training department, Torres says, “It’s going to be very based on those goals and what you need to reach the goals. So, a lot of it depends on the size of the department and the company.”

Step 3: Select training tools and technology.

Next, choose the right tools to manage, track and deliver training effectively. Start with a learning management system (LMS) or learning platform, and invest in content creation tools such as eLearning software, video production and design templates. Establish a knowledge-sharing system like an internal wiki, resource library or community forum to support ongoing learning.

Torres recommends selecting tools based on the kind of training initiatives you plan on implementing, “It goes back to what kind of work are you doing? Are you doing workshops and in-person things?”

To build effective training, you need the right tools — whether it’s Microsoft or Google’s suite, Canva for design, or an LMS down the line. Leadership often assumes learning is just about updating old PowerPoints, but true impact requires the right people, software and budget. Having clear conversations upfront ensures alignment on what it takes to create training that truly moves the needle.

Step 4: Develop a larger scale training program.

After launching a successful pilot program, you’ll want to leverage the credibility and trust from your organization to invest in a larger scale program. You want to invest in a larger scale program so that you can begin making a lasting impression on your organization’s L&D. Start with high-impact training areas such as onboarding, compliance or leadership development, or introduce training based on a change management initiative. Use a mix of learning methods, including self-paced courses, instructor-led sessions and microlearning, to maximize effectiveness.

Step 5: Measure impact for optimization.

Lastly, establish key performance indicators (KPIs) such as engagement rates, skill improvements and business outcomes. Gather feedback through surveys, assessments and manager reviews, and use these insights to refine content and delivery methods.

Jarman says the fastest way to align training with business goals is to define clear KPIs based on organizational needs. “In our case, we structure KPIs by units and areas while keeping them consistent across the organization. We track factors like the number of employees in training, workforce composition (new hires vs. experienced employees), and how training aligns with strategic goals. Rather than relying solely on standardized assessments, I prioritize direct feedback from employees. I ask if the training is relevant, what improvements they’d like, and whether it helps them work more independently. This ensures our training content remains effective and aligns with both employee and business needs.”

Since stepping into her role in December 2020, Jarman has monitored both her own growth and the results of orientation training. “When I started, orientation sessions had 23 participants; now, they have just two — showing that fewer employees are leaving, and more are advancing within the organization. This stability can allow new hires to integrate smoothly while we focus on legacy training, ensuring knowledge transfer as our long-term employees continue to grow.”

Conclusion

Building a successful centralized training department from scratch is a lot of work. Implementing an L&D function requires a clear vision, the right tools and an iterative approach. Start small, focus on business impact and scale as the organization’s needs grow. With a strong foundation, your training department can drive long-term success.