We know that general training forms of CVT are characterised by:
• a pre-arranged location;
• a classroom or training centre;
• internal or external provision, either by teachers from within the company or by those from
Other forms of CVT fall into five categories:
• training in the workplace or on-the-job training;
• training through planned rotation of people in different posts, exchanges, secondments to other
companies or study visits;
• training through learning circles or quality circles;
• self-training, such as distance learning, video or audio supports, or internet courses;
• participation at conferences, workshops, commercial fairs or lectures
In general terms, we can say that companies invest more in the continuing training of their employees if:
- they are in possession of appropriate human capital – e.g. measured in terms of the number of highly qualified employees as a proportion of the workforce – which renders company investments worthwhile from their point of view (cf. BELLMANN/LEBER 2005, 2010);
- they also focus on company-based training and the imparting of company-specific knowledge in other operational areas of activity, such as in the provision of training to their own young workers (cf. BELLMANN/KREKEL/STEGMAIER 2010);
- sufficient financial, infrastructure and personnel resources are in place, aspects which most studies measure in terms of number of employees (cf. BEHRINGER/SCHÖNFELD 2011);
But, we, everybody know that companies collect data on the number of employees they train and the cost of training per person, most do not establish metrics that connect training sessions to the ultimate goals: improved sales, generating new customers and increased productivity.
It is very difficult to to measure the result of the training. The results of a training session on new software can be quantified easily, but finding an easy way to gauge the benefits of intangible training programs is more complicated.
Even though some aspects might not be measurable, there are measurable ways to determine if the money was spent wisely. Do companies take actions?
It is demostrates that organizations have traditionally treated training as a cost and expense. When training has a sufficient payback, it can be viewed as an investment, not an expense.
In my point of view, as a key aspect that employers must create “a culture of learning” at their organization, which enables them to attract the best employees and of course to take advantage of their employees training.
But, training often lacks urgency. In this case, the employers shoukd not lose time thinking if the training is a cost, investment, return of envestment issues, etcetera….because If they don’t apply that training, they’re out of business. There are real consequences.