Employee
training is seen as a vehicle for building competitive advantage by most
companies. Apart from developing internal capabilities, which can be a factor
of differentiation among companies, training has traditionally proved to
strengthen the corporate culture and to increase motivation, job satisfaction
and commitment.
When is it preferable to provide training
internally and to develop internal training infrastructure and expertise?
1.
If
your company has very specific and idiosyncratic needs, know how, structures,
systems, culture, objectives and strategies that need to be supported through
company-specific training;
2.
If
the internal expertise in providing training is adequately developed and your
company has put much effort and resources in order to develop this function in-house;
3.
If
your company seeks to facilitate corporate action learning through training;
4.
When
internal teachers act as role models who lead by example and enforce the
corporate culture and develop the future leaders;
5.
When
training is seen as a way to develop the managers. The practice of having
internal managers to provide training to subordinates or colleagues can prove
an effective way for executive self-development of the trainer him/herself;
6.
When
training is used as a tool of the overall change management effort. Change
management champions and change agents may find more control and more success
over internal change efforts as a result of developing and leading change in the
form of training and development.
When is it then advisable to outsource training?
1.
When your
company seeks to buy in new ideas, scarce expertise, and achieve pluralism and
an ‘out of the box’ thinking through outsourcing; and
2.
If cost
and flexibility considerations determine to a large extent the training
process.
Are you interested in outsourcing your business
and management training needs? Check out LBTC’s open
courses portfolio
of 500 business courses, and our customised
training
service.
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