Corporate Training

List Of Training Programs For Employees In The Philippines in 2025

Building your employees’ competencies is an integral part of your organization's learning and development facet.

If you’re wondering what types of training programs are helpful in today’s day and age and help close the performance gaps. Here is our curated list of training programs for employees in the Philippines. 

We categorized it based on ranks or levels, so you can easily see the difference for broad training programs (i.e., leadership training programs). 

List of Training Programs (By Level) 

Entry-Level and Rank-and-File:

1. Customer Relationship Management: This training is designed to build and maintain positive relationships with customers, to know their deep desires and concerns, and to serve them to increase satisfaction and loyalty. 
2. Conflict Resolution: A training course on discovering techniques for resolving workplace conflicts and promoting a healthy collaborative environment.
3. Digital Literacy: Training to develop skills in utilizing digital tools and platforms, essential in modern-day work environments. 
4. Success Training: A training to elevate self-inspiration and discipline to meet employees’ personal and professional goals, fostering a mindset geared towards individual and organizational success. See our success training.
5. Productivity and Workload Management Training: Help your employees learn how to manage workload efficiently, prioritize tasks, and improve productivity. Invest in our productivity training.
6. Mental Health: A training that brings awareness and strategies to maintain well-being, stress management, and foster a healthy work-life balance or harmony. 

 

Mid-Level Management:

1. Emotional Intelligence: A training to enhance the ability to perceive, use, and manage emotions positively to relieve stress, communicate effectively, and empathize with others (colleagues). Check out our emotional intelligence training.
2. Problem Solving and Decision Making (PSDM):  A training to develop critical thinking and problem-solving skills to make informed, wise, and effective decisions at work. See our PSDM training.
3. Effective Business Communication: A training to enhance clear and compelling business communication, both internally and externally, that will help improve interpersonal and presentation skills. Know more about our business communication training.
4. Basic Leadership Training: This is training to learn and acquire fundamental leadership skills, including how to motivate team members, make ethical decisions, and inspire trust among teams. See our basic leadership training.
5. Leadership Mentoring and Coaching: A training for mentoring and coaching team members, fostering team development, and building leadership pipelines within the organization. Learn more about our coaching and mentoring training.
6. Giving Feedback: A training to develop skills for providing constructive feedback to promote professional growth and performance improvement.
7. Change Management: A training to prepare leaders to guide their teams through change, addressing resistance, and ensuring successful implementation of new initiatives.
8. Strategic Thinking: A training to help cultivate the ability to think strategically, plan long-term, and anticipate future challenges and opportunities. See our strategic thinking training.
9. Cross-Cultural Competence: A training to help employees understand and navigate cultural differences within the workplace to enhance communication and team cohesion in diverse environments. This is mainly done in training for global or multi-national companies. 

 

Senior Management and Executives:

1. Executive Presence: A training to help build the charisma, confidence, and clarity employees need to command respect and inspire confidence in others. 
2. Executive Leadership: A training to help leaders gain advanced leadership skills to drive the organization’s vision, make strategic decisions, and foster a robust organizational culture. Build skills with our executive leadership training.
3. Business Strategy: A training course on developing and implementing robust strategies to guide the organization's direction and ensure its competitiveness in the market. 
4. Succession Planning: A training to prepare senior leaders for leadership transitions, ensuring the organization’s resilience and continuity by identifying and developing future leaders.
5. Innovation Management: A training to foster an innovative culture, manage the creative process, and implement innovation strategies for growth and competitiveness. Invest in our innovation management training.
6. Global Leadership: A training to help senior leaders lead across borders, understand global market dynamics, and manage across cultures. 

List of Training Programs (By Skills Development) 

Sales and Marketing Training:

1. Fundamentals of Sales: A training course to help sales agents understand the value and foundational principles of selling, understand customers' needs, and develop compelling sales pitches. See our sales training.
2. Advanced Sales Techniques: A training to enhance one’s negotiation skills, relationship building, and closing sales. This training leans towards the second half of the pipeline process (up to closing deals). 
3. Strategic Selling: A training to help salespeople develop strategies to tap different market segments and manage sales pipelines more effectively. 
4. Digital and Social Media Sales Strategies: A training to help sales teams utilize digital platforms to generate leads and close deals. 
5. Digital Marketing Skills: A training designed to help marketers and salespeople understand and apply strategies in SEO, PPC, social media marketing, content marketing, and email marketing to enhance their brand’s online presence and digital reach. Invest in our digital marketing training.
6. Market Research and Analysis: This is training to develop skills in gathering, analyzing, and interpreting market data to make informed marketing decisions. 
7. Brand Management: A training to help marketers focus on building and maintaining a solid brand, understanding brand positioning, and managing brand equity. 
8. Customer Engagement and Relationship Management: A training to help front-liners learn and apply strategies to engage customers, improve customer experience, and build long-lasting relationships with stakeholders.
9. Strategic Marketing Planning: A training to acquire skills in developing comprehensive marketing strategies that align with business objectives and adapt to changing market conditions.

Negotiation Training:

1. Essential Negotiation Skills: A training to help employees in procurement and supply chain management understand the fundamentals of negotiation, including preparation, communication techniques, and closing agreements. See our negotiation skills training.
2. Advanced Negotiation Techniques: A training on complex negotiation strategies, handling objections, and multi-party negotiations.
3. Negotiating in High-Stakes Environments: A training designed to learn how to handle high-pressure negotiation scenarios and large-scale deals. 
4. Cross-Cultural Negotiation Skills: A training to help individuals adapt negotiation strategies to different cultural contexts and global environments. 

Customer Service Training:

1. Customer Service Essentials: A training to understand the core principles of customer service, including empathy, active listening, and problem resolution. Invest in our customer service training.
2. Handling Difficult Customers: A training to cultivate and apply strategies for managing challenging interactions and turning negative experiences into positive outcomes. Best for customer service representatives or personnel. 
3. Enhancing Customer Experience: Training new and experienced customer service personnel (or frontline workers in the hotel and hospitality industry) to learn techniques to exceed customer expectations and foster loyalty.
4. Customer Service in a Digital World: A training to help target participants adapt customer service practices for digital communication channels.

Communication Skills Training:

1. Effective Interpersonal Communication: A training to help elevate verbal and non-verbal communication skills, enabling employees to express ideas clearly and foster better workplace relationships.
2. Public Speaking and Presentation Skills: This training is designed to improve confidence and clarity in public speaking. It covers structuring content presentations, engaging the audience through proper delivery, crafting stories that resonate with them, and effectively conveying messages. Learn more about our public speaking training.
3. Non-Verbal Communication Mastery: A training that teaches the interpretation and use of body language, facial expressions, and other non-verbal cues to enhance communication effectiveness.

Time Management Training:

1. Prioritizing and Goal Setting: A training to introduce strategies and methods for setting achievable goals and prioritizing tasks to enhance efficiency and productivity. Participants can harness productivity and goal-setting skills during the training using the Eisenhower Framework or Michael Hyatt’s Free T of Focus. Invest in our goal setting and action planning training.
2. Overcoming Procrastination: A training that offers strategies to identify and overcome procrastination habits, fostering a more proactive work approach.
3. Time Management Tools and Techniques: A training introducing various tools and techniques to manage time effectively, enhancing personal and team productivity. In our productivity training, we introduce our Simplify Framework to teach our target principles with basic task management principles and strategies. 

Problem-Solving Training:

1. Creative Problem Solving: This training focuses on developing creative approaches to problem-solving and encouraging innovative thinking and solutions.
2. Critical Thinking Skills: A training to enhance the ability to analyze information, identify biases, and make reasoned decisions.
3. Decision Making Under Pressure: A training to help prepare individuals to make quick, effective decisions in high-pressure situations.

Project Management Training:

1. Basics of Project Management: A training to help cover fundamental project management principles, methodologies, and tools.
2. Agile and Scrum Methodologies: A training to introduce Agile and Scrum frameworks, focusing on flexibility and team collaboration.
3. Risk Management in Projects: A training for methodologies to identify, assess, and manage risks in project settings.

Human Resources Skills Training:

1. Recruitment and Selection Techniques: A training to help HR practitioners learn and apply effective strategies for attracting, selecting, and retaining the right talent.
2. Employee Engagement Strategies: Training for HR and OD (Organizational Development) professionals on boosting employee engagement, satisfaction, and productivity.
3. Diversity and Inclusion Training: This training focuses on creating an inclusive workplace, understanding diversity issues, and promoting equity.
4. Training Needs Analysis - Training to teach trainers and OD professionals conduct training needs analysis as the initial phase in creating training programs for their employees. See our training needs analysis training.
5. Train the Trainers - This training is specifically designed for employees conducting training programs, from training needs analysis to training evaluation. Invest in our train the trainers training.

If you’re looking for a partner learning and development outsourcing or training provider, contact us for a free quote or list of our training programs. 

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by Venchito Tampon

The Ultimate Guide to Conducting Training Needs Analysis

Training needs analysis (or TNA) is the process of identifying observed performance gaps between the current and desired knowledge, skills, abilities, and habits of employees.

Conducting training needs analysis allows you to create customized training design programs that get results for your beneficiaries. 

At Rainmakers Training, we start by setting up meetings with prospective clients, asking questions about their training needs, and focusing on identifying their employees' performance gaps. 

A need is a deficiency that prevents attaining goals or fulfilling a desired state or situation.

For employees in different organizations, some examples of training needs could be:

• Lack of knowledge of the latest product offerings.
• No facility is available to do one-on-one coaching or mentoring.
• Insufficient number of front-line employees to serve clients’ needs. 

Analysis of the ADDIE Model 

ADDIE model is a systematic instructional design framework that guides OD and training facilitators in creating educational and training programs.

ADDIE stands for Analysis, Design, Development, Implement, and Evaluation. 

Training needs analysis corresponds to the Analysis phase of the ADDIE Model. It is the initial phase where the instructional designer (or training analysts) assesses the learners' needs, identifies the learning objectives, sets learning goals, and analyzes the learning context and constraints. 

Mistakes of OD Professionals

Organizational development practitioners and training facilitators tend to make mistakes when conducting training needs analysis. Some mistakes I’ve observed that should be taken into consideration are:

Omitting the Training Needs Analysis (TNA)

If you’re not conducting TNA, you will likely create a training program design that won’t fully address any performance gap. Even so, it won’t directly address the needs of your training beneficiaries (or target participants). 

TNA should be in every trainer’s DNA, as it assists them in designing a result-based learning program for their clients' organizations. 

Implementing a learning intervention to a non-learning need. 

It is best to identify a need if it is a learning need before applying a necessary intervention.

Many organizational development interventions, including strategic planning, organization redesign, quality management, and job design, aren’t learning-centric but could address a non-learning need. 

Failing to evaluate the impact of the learning intervention.

When learning interventions are not evaluated regarding their impact on the client’s key result areas, stakeholders are less likely to buy in. 

See to it you evaluate learning interventions, such as training programs, for their impact on the stakeholders weeks and months down the line. 

Lacking continued implementation or reinforcement.

No follow-through means not having enough support to continue the specific learning intervention. 

Invest in the sustainability of learning interventions to see their progress and impact on stakeholders, teams, and organizations. 

Absence of endorsement or backing from senior management.

Without buy-in from senior or top management, there would be delays in the full implementation of the learning program. 

Create reports and documents to supplement the importance and value of training design programs based on their impact on the business’s bottom line.  

How to Conduct Training Needs Analysis

Conducting a training needs analysis requires a step-by-step approach to ensure data is gathered and all specific details needed for TNA are captured. Here is our step-by-step guide to applying a TNA to a client/organization. 

Step 1: Determine Your Level of Analysis, Approach, and Objective of TNA (WHAT of TNA)

These three refer to the WHAT of training needs analysis.

Let’s start with the level of analysis. 

Every training need is analyzed based on its target beneficiaries. 

Levels of Analysis 

There are three levels of analysis: organizational level, group or project level, and individual level. Here’s a quick run-through of their differences: 

• Organizational level - you analyze the organization-wide goals, needs, and problems to see where training is needed. 
• Group or project level: examines jobs or tasks performed by groups and the specific KSA (Knowledge, Skills, and Abilities) needed to attain organizational objectives.
• Individual level - analyze each employee's actual KSA and current performance to determine what specific training needs are required in which area/s.

When determining the level of analysis, see to it from the perspective of the opportunity and problem of the organization. At its current situation, what level of analysis will your TNA should target?

Approach or Technique

There are two classical approaches to use for TNA: opportunity- or growth-based and problem-based. 

You use a problem-based approach when gaps in KSA (knowledge, skills, and abilities) need to be addressed.

For example, if your customer service rating is 3.5 when it should be 4.5 or 4.9, a gap of 0.5 should be addressed, possibly through training programs. 

On the other hand, an opportunity—or growth-based approach deals with the next-level KSA benchmark of a specific employee, unit, or team.

The focus is on the opportunity or next-level growth of the individual (employee), unit, or team. 

Let’s say you’re currently hitting your sales quota of 50 B2B accounts every month. The opportunity-based training is needed to help your sales team increase their performance by 30%. 

Checking whether the training needs approach is problem-based or opportunity-based depends on the facts gathered and observation insights, as well as the ability of the HR or OD team to prioritize certain issues to achieve their performance objectives. 

Some questions to consider when determining what training approach to prioritize:

• Is there a performance problem that needs to be addressed? 
• What issues, needs, and problems arise from the data-gathering methods?
• What is the top management's current direction in addressing the situation of employees? 

As OD practitioners, it is essential to identify the KSA employees' needs in order to do their work and meet their performance targets. 

You can gather documents from your client/organization showing performance indicators and gaps. We asked for it at our corporate training company to ensure we see exactly any gap they face. 

Objectives of the TNA 

There are several objectives for doing a TNA. Some of the most important ones are:

• Identifying  the KSA needed by a group to design a training program
• Assessing the individuals or groups on the level of their competence.
• Developing the required advancement for organization development (OD) initiatives 

Determining the exact objectives of the TNA helps you focus the initiatives of your training interventions on these objectives and evaluate their progress accordingly. 

Step 2: Identify Data Gathering Sources, Methods, Tools, and Data Analysis (HOW of TNA)

Your next step in conducting a TNA is examining available data-gathering sources, tools, and methodologies. This is the nitty-gritty part of training needs analysis, where you’ll dig deeper into your target beneficiaries' needs, challenges, and performance gaps.

There are several options for data gathering, but I’ve included here ones that OD practitioners popularly use: 

1. TNA Meetings 

Schedule a meeting with a client to discuss training needs for the program. 

Some questions I often ask include: 

• Why did you come up with the particular training program?
• Are there any challenges your target participants face in their daily work?
• Have you observed any issue, concern, or visible problem about this specific area of training need?
• When and where did the issue or problem first occur? 
• What has been done to resolve the problem?
• Which other departments, units, or teams are being affected? 

The first question often reveals the intention of the top management or in-house HR/OD practitioner in conducting training interventions. This is essential in helping you understand where they’re coming from (context) and how a particular training needs to connect to a desired objective or goal of the management/HR team.

2. Interviews

Interviews are often used with a small number of respondents and when difficult topics need to be discussed (e.g., healthcare, family welfare, mental health, and other issues that are difficult to interpret).

Always maintain a light, conversational tone when conducting interviews to allow respondents to open up about their concerns and challenges. Avoid asking too many questions at a time and ask questions that are easy to understand. Focus your agenda during the interview to maximize time. 

3. Observation 

The observation methodology of TNA is another level in which the OD/training facilitator directly goes to the client’s facility to observe the natural behavior of target participants.

This is a great way to acquire responses utterly free from bias, as you get direct answers from training beneficiaries. 

The key to conducting a practical TNA observation is to observe individuals naturally (without people getting you noticed). Then, input insights relevant to the training needs/objectives you’re looking for into the observing sheets. 

3. Focus Group Discussions (FGD)

Often known as FGD in the HR & OD practice, focus group discussions are primarily used to observe group dynamics in a short span. 

By tackling difficult topics and getting opinions and data from a group, the training analyst/trainer becomes knowledgeable about the group's specific challenges, which makes them understand the nuances and context of the audience to which they’ll be conducting training. 

When doing FGD, choose the groups wisely according to the demographics and objectives of your TNA. 

Allow participants to answer questions without pressure and allot a significant amount of time to get answers from them. 

5. Surveys/Questionnaire

Training analysts (or trainers) use surveys to collect both quantitative and qualitative data. They can quickly gather data from a large population to help them statistically understand context and performance needs.

Make statements/questions for surveys easy to understand so that various participants can interpret them similarly. 

Ensure grammar and language are correct. Pertain to one point per question. Reread the questionnaire to check for consistency of message and flow.

6. Document Analysis/Review

A deeper level of TNA is conducting document analysis or review to get data from past activities of a specific group, unit, or individual. This allows you to create relevant questions for surveys or interviews.

Documents won’t answer questions, so be objective when handling document analysis. Although you may have little information, it allows you to be more investigative about the training needed for the performance of your target beneficiaries.

To capture more accurate responses from your participants, it is best to utilize other data-gathering tools, such as interviews or FGD. 

 

How to Organize Insights From TNA Gathering Methods and Tools?

There are simple, practical ways that I’ve applied over the years to ensure insights and data gathered from various data-gathering tools on TNA will be used optimally when creating a training needs analysis plan. Here are some that you might find helpful:

• Prioritize data and insights that are most relevant to your TNA objectives. The key is to make the necessary information immediately visible for review.
• Run data and needs through a root cause analysis, including interviews and discussions with your HR or OD client, to deep-dive into TNA's primary objective. 
• Write down a TNA plan to summarize all insights and data and present it neatly to your client for review. 

Step 3: Clarify Project Management Details and Resource Requirements (WHEN and WHERE of TNA) 

The next step is to include the requirements to facilitate the training needs analysis. 

Identify the resources and support (unit, team, or individual) to conduct the TNA. 

For example, if you’re doing focus group discussions (FGD), you may need support from the HR & OD team to contact a sample size of the beneficiaries for discussion interviews. 

The resources and requirements depend on the data-gathering method you utilize for TNA. 

Here are some samples of resource requirements you need to consider:

• Time and presence of respondents
• Venue for meetings
• Data gathering activities
• Office requirement
• Supplies
• Budget

Some training needs analysis activities (e.g., FGD, observation) may require longer preparation time, while others only require time to discuss details online (e.g., TNA meeting and interview). 

Determine what you need to complete this TNA. Be more specific about the resources and requirements for planning and executing it. 

 

Step 4: Highlight critical stakeholders (WHO of TNA)

As mentioned earlier, support from top management and key people in people development is essential for successfully conducting training needs analysis.

Determine the key stakeholders concerned or will be affected by TNA activity. See who gets to be involved in the process. The top management directly supports it, or its target beneficiaries are all company employees.

Specify the key stakeholders in your TNA plan. 

 

KSA in Identifying The Performance Gap 

Competence involves knowing the KSA framework, which stands for knowledge, skills, and attitude. 

This is essential in identifying the performance gap as part of the training needs analysis phase. 

When working with clients through different data-gathering methods, it is essential to determine specific knowledge, skills, and attitude gaps of target beneficiaries. 

To give you quick samples of areas of KSA, here’s a run-through overview: 

Attitudes 

• Curiosity
• Desire to succeed
• Open-mindedness
• Resilience

Skills

• intellectual skills
• Social skills
• Communicative skills
• Physical skills

Knowledge

• Facts
• Figures
• Concepts
• Ideas

When I conduct training needs analysis with our clients at Rainmakers Training, I use this KSA framework to ask questions to determine the deep needs of the target participants.

This would allow us to develop a customized training program that closes the identified performance gaps regarding knowledge, skills, and attitude.

 

How to Write a Terminal Objective

Terminal objective refers to the overall goal or desired outcome that a training program aims to achieve by its conclusion.

It is usually a statement that consists of the critical knowledge, skills, and attitudes that participants should demonstrate upon completing the training. 

Here’s an example of a terminal objective: 

By the end of this training, the participants of the sales team will be able to identify customer needs accurately, develop tailored sales pitches, and employ effective closing techniques through the High Impact Sales Framework to enhance sales performance and customer satisfaction.

A terminal objective includes objectives, content, methodology, target participants, and training results. 

In my example, the objectives are identifying customers’ needs, developing sales pitches, and employing effective closing techniques. 

The methodology is the High Impact Sales Framework. The target participants are members of the sales team. The results could enhance sales performance and customer satisfaction. 

Terminal objectives are essential elements in a training program design, as they dictate the focus of a training program. By defining terminal objectives, you’ll be able to see and evaluate the impact of your training program on target participants. 

If you’re looking for a comprehensive program on train the trainers or a standalone program on conducting training needs analysis, schedule a call for a free strategy session. 

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by Venchito Tampon