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High-End Training For Small and Medium-Sized BusinessesBy Jane O'Sullivan |
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The success of a business organization in the U.S. economy of the 21st century will rely heavily on human capital and knowledge commitment. People drive the change necessary for productivity and growth within the company; training is the fuel that sets it in motion. Small- and medium-sized businesses (SMB) are important contributors to the economy. They employ more than half the private sector workforce. But many smaller businesses are not taking advantage of employee training to drive future growth. Published in Leadership, Innovation & Change Management, Newsletter, October, 2003 at MGCG News Service This may be, in part, because they have not made the connection between improving performance and increasing productivity and profit. Or, a more likely scenario is the misconception about the overall cost of training. The limited budgets of small companies tend to make training low on the priority level, if assigned a level at all. Most large global companies spend millions of dollars in training, and they continue to invest during economic downturns. They recognize that human capital is their greatest asset and that today's training reaps tomorrow's profits. These companies set up internal training departments, hire trainers, writers, and artists, and most employ their own Information Technology professionals. Many spend extensively on Learning Management Systems and other third party software, and are willing to invest employee time in learning these applications. It is no secet that, in recent years, the millions spent on software systems have not always delivered the anticipated results. However, for large companies with numerous training facilitators and thousands of employees receiving training, this type of technology can reduce travel costs, limit redundancy of certain functions, and enable more central control and consistency of training across wide geographic areas. Learning Management Systems are promoted also for their student assessment tools, but such technology affects neither the quality of instructional design nor the learning outcome. The software training product is relatively new to business culture. As a new idea or concept, it has required a new language to communicate its benefits. At times, this language has been inflated with pilfering from academic teaching theories. Is it any wonder that many of us feel slightly intimidated at the thought of implementing a training program? In the small company, where resources and budgets are modest and time spent researching technology and terminology is seen as unnecessary expense, it is hardly surprising that cash allocations to update training may be put on hold, indefinitely. So how can the small- and medium-sized business compete in the employee training field? Possibly, with some distinct advantages. And here are five reasons why: 1. A state-of-the-art, custom e-learning program can be provided for any company that possesses at least one computer and an internet site. Intructional material on the internet can be accessed easily and quickly, anytime, anywhere, and on any platform by any employee connected to the internet. No additional costs, for software, for training on how to use the software, and for software upgrades, are necessary. Content changes can be made as quickly on the internet site as on a Learning Management System. 2. Most small companies have more information in-house than they realize. They have people-knowledge and abundant product information. All they require is help in developing that information into a professional training program. They may not have the training developers in-house, but they can easily retain the services of a business training company. 3. Learning software evaluation tools tend to be limited in their business scope. Learning outcome for an employee is better measured in the application of knowledge rather than knowledge itself. This can more accurately be assessed through marketing data such as increased requests for information, increased device sales, or prescriptions within a given territory, etc. The small company can usually access this information quickly. 4. All custom training should be viewed as a partnership in productivity. This is particularly important in sales training. Large companies include their training consultants in marketing meetings. They expect them to be active participants in achieving company objectives. Small companies can leverage this training partnership. They can bring managers and the training consultant together quickly, and they can gain advantage from the training consultant's expertise to forward their objectives in boosting productivity. 5. Outsourcing to a professional business trainer can save time and money. The American Society for Training and Development estimates that for every one hour of computer-based instruction, 200 development hours are required. A training company has the various knowledge workers in place to develop the program. When you consider the salaried costs to a company for employing an instructional designer, a writer, an IT professional, and a graphic artist, outsourcing the development of training materials can be bargain shopping. Companies have been known to save up to 75% of training costs by outsourcing e-learning projects. The greatest benefit for the SMB in outsourcing training materials is access to the professional expertise of the consultant. Companies can leverage this expertise to gain the competitive edge enjoyed by larger players. But for SMB, the increased productivity and profit margins associated with this high-end training are bought at a fraction of the cost.
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