Define the change you want to see
Replace broad requests such as “better leadership” with an observable behaviour. For example: supervisors give clear expectations, check understanding and follow up on agreed actions. Ask the team and its manager where work gets stuck, and distinguish a skill gap from a process, resource or accountability problem. Training should address a need people can act on.
Match the programme to the participants
Record the participants’ roles, experience and working context. A new supervisor and an experienced department head may need different examples, practice and support. Share relevant workplace scenarios with the provider, using anonymised information where necessary. Ask what participants will practise, rather than judging a course only by its title.
Compare the actual learning design
Review the outcomes, outline, activities and trainer’s relevant experience together. Look for a connection between each activity and the behaviour you want to develop. Clarify duration, group size, delivery format, venue arrangements, materials and what is included in the fee. Ask how the content can be adapted to your organisation.
Agree how learning will continue
Before the workshop, ask managers how they will create opportunities to apply the skills. Agree a practical review point and a measure you can reasonably observe: the quality of a handover, the clarity of a team brief or the completion of an improvement action. A participant action plan is a starting point; workplace application needs follow-through.
Prepare your enquiry
Send the provider your business challenge, participant roles and count, preferred dates, location and intended outcomes. If you plan to use HRD Corp funding, confirm programme registration and current employer and grant requirements before committing to a schedule. Ask for an itemised proposal and a course outline so you can compare the full scope.