Training Industry Magazine - Training Outsourcing 2015 Special Edition - (Page 24)
'I DON' T
REALLY KNOW'
IS NO LONGER AN OPTION
WHY APPLYING BPO TO
TRAINING IS THE RIGHT CHOICE
By Edward Trolley
"I don't really know" is an
honest answer, but frankly, it's
inadequate. CEOs and executive
teams of large organizations
should have a handle on large
annual investments. Yet, "I don't
really know" is the answer
we've received from hundreds
of senior executives over the
past six years when we asked
them what they spend annually
on training. And these same
executives embarrassingly
provide the same response
when they are asked, "What
value are you getting from the
investment?"
These answers are astonishing when the
average 20,000-person organization invests
$100 million per year on the direct and
indirect costs of training. According to the
Association for Talent Development and
NIIT's own research, companies typically
spend $5,000 per person per year on
training. And they do it year after year.
What other investment of this size gets the
"I don't really know" response?
Despite all the business-driven rhetoric,
most corporate training organizations we
have studied are evaluated based on
activity levels and whether they stay within
budget. But there is more to this picture.
Many organizations spend more outside
the corporate function than inside it.
Everyone is in the training game. No matter
how hard organizations try to contain it,
spending at the corporate and business level
continues unabated.
WHY HAS TRAINING
REMAINED UNDER-MANAGED,
UNDER-LEVERAGED AND
UNDER-UNDERSTOOD?
The reasons are many and varied:
º Executives have always believed training is
"a good thing to do" and have allowed their
organizations a lot of latitude to do it.
º Training has maintained a "sacred cow"
24
status and has often escaped the sharp eye
of the CFO.
º Companies have convinced themselves
that training is a core competence, even
though it doesn't receive ample capital
investment and isn't held accountable for
delivering value commensurate with the
investment it does receive; therefore, it is
one of the first budget items to be trimmed
in difficult times.
º Elements of cost are pervasive across the
organization, including dedicated staff and
parts of finance, procurement and IT.
º It has not traditionally been run like a
business, with a business' requirements of
cost management, customer service, quality
management, responsiveness, measurement
and reporting.
º Scale is not fully leveraged because, at best,
the activities, processes and technology
can be leveraged only within the confines
of the company itself, despite the fact
that most of these factors are not
company-unique.
HOW CAN TRAINING SHARPEN ITS
FOCUS, REDUCE ITS COSTS, AND
IMPROVE THE QUALITY AND VALUE OF
ITS SERVICES?
The answer is by applying traditional
Business Process Outsourcing (BPO) practices
Table of Contents for the Digital Edition of Training Industry Magazine - Training Outsourcing 2015 Special Edition
Perspectives on Training Outsourcing
Table of Contents
Infographic
Be the CEO of Your Learning Organization
Training as a Service: Making Training More Effective & Profitable
Finding the Right Training Partner to Minimize Risk in High Consequence Environments
Proving Your Relevance: How to Flex More Muscle Through Outsourcing
Defining the Link between Performance and Results
Higher Value Outsourcing: Moving to an Integrated Workforce Development Model
Five Steps to Ensure a Successful Shift to Digital Learning
I Don't Really Know' is No Longer an Option
Choosing the Right Training Partner & Modality to Achieve the Best Results
Transforming Learning and Development Through Training Outsourcing
Setting the 'Gold Standard' in Video E-Learning
10 Lessons for Success in Managed Learning
How to Select a Provider for Outsourcing Training Services
Three Rules to Begin a Great Partnership with a Custom E-Learning Provider
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