Sure, why not outsource employee training and development. Greg Johnson, the author of “To outsource or not outsource…that is the question”, had suggested that through a recent study he had conducted, concluded that 57 percent of HR and training professionals outsource all or a portion of their training and development programs. In Canada itself, it has been widely reported that 33 percent of the average total training investment made by any given firm, is devoted to external training providers. [1]
There are numerous of advantages for a firm to outsource their training and development activities. Outsourcing in general connects firms with service providing specialists, who often have a proficient expertise in a particular area, in this case training. External training and development vendors employed can often provide a greater selection of training programs, more effectively, and less costly, than in house development could produce. For small firms that have less expertise in this respect, should employ the services of an external vendor. Through the use of such vendors, employees get trained faster, learn more, and get back on the job once comprehension of the organization and the employees tasks is inherent in the employee. To reiterate, training and development provided by an outsourced specialist will increase employee performance, improve the design and overall delivery of the training program designed, as well the firm will be able to report higher employee satisfaction over the long run.
Reasons often cited for not using an outsourced training provider, is that firms are uneasy about losing control over the design process. Further, issues could arise if the vendor were not to fully understand the roles and tasks of the job, which they are designing a training program for. By building a stronger relationship between firm and vendor can help improve the service provided. When there is a strong client-vendor relation, often the contractual obligations are clearly outlined; as well there exists a level of trust in the vendor etc.
To increase the likelihood that the vendor experience will be a successful initiative, the firm should then take the ensuing steps seriously:
(1) Develop and maintain a trusting relationship with the training specialist(s), and try to convey the hopes that this relationship extends far into the future, for an undetermined time.
(2) Be explicit when outlining contractual obligations, by making them concise, and comprehensive. This should outline any potential penalties that would be enacted on either party for not owning up to their part of the contract.
(3) Work closely with the vendor; communicate with them as frequently as possible in relation to changing employee needs, and wants etc.
(4) Use discretion when outsourcing.
(5) Choosing the right reasons for outsourcing. To obtain the expertise of a training specialist, will improve upon the design of the training program, the delivery of, and quality of the training.
The purchase or design decision is one that should take some considerable time and research to make a more educated and informed choice.
SOURCE:
http://www.helium.com/items/1876483-outsourcing-training-and-development-employee-development
There are numerous of advantages for a firm to outsource their training and development activities. Outsourcing in general connects firms with service providing specialists, who often have a proficient expertise in a particular area, in this case training. External training and development vendors employed can often provide a greater selection of training programs, more effectively, and less costly, than in house development could produce. For small firms that have less expertise in this respect, should employ the services of an external vendor. Through the use of such vendors, employees get trained faster, learn more, and get back on the job once comprehension of the organization and the employees tasks is inherent in the employee. To reiterate, training and development provided by an outsourced specialist will increase employee performance, improve the design and overall delivery of the training program designed, as well the firm will be able to report higher employee satisfaction over the long run.
Reasons often cited for not using an outsourced training provider, is that firms are uneasy about losing control over the design process. Further, issues could arise if the vendor were not to fully understand the roles and tasks of the job, which they are designing a training program for. By building a stronger relationship between firm and vendor can help improve the service provided. When there is a strong client-vendor relation, often the contractual obligations are clearly outlined; as well there exists a level of trust in the vendor etc.
To increase the likelihood that the vendor experience will be a successful initiative, the firm should then take the ensuing steps seriously:
(1) Develop and maintain a trusting relationship with the training specialist(s), and try to convey the hopes that this relationship extends far into the future, for an undetermined time.
(2) Be explicit when outlining contractual obligations, by making them concise, and comprehensive. This should outline any potential penalties that would be enacted on either party for not owning up to their part of the contract.
(3) Work closely with the vendor; communicate with them as frequently as possible in relation to changing employee needs, and wants etc.
(4) Use discretion when outsourcing.
(5) Choosing the right reasons for outsourcing. To obtain the expertise of a training specialist, will improve upon the design of the training program, the delivery of, and quality of the training.
The purchase or design decision is one that should take some considerable time and research to make a more educated and informed choice.
SOURCE:
http://www.helium.com/items/1876483-outsourcing-training-and-development-employee-development
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