| ems to be business as usual when business | | | | improvements in effectiveness as it is on the cost of |
| executives unwittingly waste their money when | | | | the training programme.’ |
| procuring employee training and development | | | | The research also identified that 74% of those polled |
| initiatives. That is the result of research undertaken | | | | who opted for an off-the-shelf soft-skills training |
| by Scott Watson, Managing Director of UK and | | | | package were less than satisfied with the level of |
| Bahrain based Summit Consulting and Training. | | | | value added to their organisation. “These two |
| Mr Watson, whose supporters include some of the | | | | factors speak volumes when linked to quality and |
| world’s leading companies and eminent | | | | value for money,” continues Watson. |
| academics recently polled one-hundred human | | | | “An off-the-shelf package is focused largely |
| resources executives to identify how they measured | | | | on what the provider wants to teach your |
| their return on investment from their training and | | | | organisation rather than on what matters most, |
| development initiatives. | | | | which is what your organisation needs to learn so it |
| And after analysing the responses, Watson claimed, | | | | can improve its effectiveness” And in regards |
| “There is significant room for improvement in | | | | to the perceived low value in terms of value added |
| procurement procedures, establishing precise success | | | | to the organisation, Watson takes a very clear |
| criteria before commencing training projects and | | | | stance. “If a training programme is to add |
| developing greater responsibility for the delivery of | | | | genuine value to an organisation, it is vital that the |
| enhanced results from the training provider.” | | | | buyer and provider collaborate openly and honestly |
| With corporate training budgets being reduced or | | | | to establish how the learning will benefit the client, |
| even slashed entirely during the current economic | | | | not just in terms of short-term boosts in |
| climate, many under pressure human resources | | | | performance, but longer-term, sustainable |
| directors are finding that the goals they have been | | | | improvements. He continues, “Without a clear |
| set by company executives before the downturn, | | | | goal in mind from the start, and responsibilities |
| are still expected to be delivered, even though | | | | allocated for embedding the learning back in the real |
| funding is scarce. | | | | world of work, virtually any well-intended training |
| So what can business leaders do to achieve a better | | | | programme will fail to deliver any value or return on |
| return on their investment in time and of course, | | | | investment.” |
| budget? Watson recommends that time invested at | | | | But what steps can busy business leaders take to |
| the outset to identify and select potential training | | | | reduce the risk of wasting their hard-earned budget |
| partners can pay big dividends. “There is a big | | | | and maximise their potential for achieving something |
| difference between hiring a training provider who will | | | | worthwhile from their investment? Watson’s |
| deliver a few days training, and appointing a trusted | | | | advice is straightforward, “Stop looking at |
| training partner who will collaborate fully and share | | | | colourful brochures and start looking for proof of |
| ownership for the results you achieve,” he | | | | competence, a strong track record of high client |
| said. “The focus must be as much on what | | | | satisfaction and willingness to be held accountable for |
| benefits will be realised in terms of measurable | | | | delivering business benefits rather than just training. |