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.
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When is it preferable to provide training internally and to develop internal training infrastructure and expertise?
- 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;
- 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;
- If your company seeks to facilitate corporate action learning through training;
- When internal teachers act as role models who lead by example and enforce the corporate culture and develop the future leaders;
- 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; and
- 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?
- When your company seeks to buy in new ideas, scarce expertise, and achieve pluralism and an ‘out of the box’ thinking through outsourcing; and
- If cost and flexibility considerations determine to a large extent the training process.
LBTC is the UK’s premier training provider for business courses in London. Our training is delivered by professional consultants who possess global and multi-sector knowledge and experience.
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