Is more training really necessary?

Article Abstract:

Training is once again popular among Britain's public and private sector organizations, but training programs do not guarantee improved organizational efficiency. Four models are described that can be used by an organization to determine whether more or different employee training is required: ad-hoc or unplanned maintenance, in which the organization's training needs are met as they arise; planned maintenance, in which an organization that does not change much maintains established training programs for new entrants, upgrades for current employees, and general management courses; business planning, in which training is targeted at specific goals; and strategic capability, in which organizations that require more diversity in training and need to encourage innovation and creativity develop a number of learning activities for their employees.

Management, Human resource management, Training, Organizational effectiveness, Employee training

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LENs in the light of TECs

Article Abstract:

Local employer networks (LENs), over half of which are base in local chambers of commerce, were created to give employers input into vocational training and education. The British government has proposed the creation of Training and Enterprise Councils (TECs), two-thirds of whose members will be recruited from the private sector, to assume executive responsibility for the Department of Education and Science's training programs. The problems with TECs include: a lack of common objective; a lack of mechanisms to prevent corruption; and lack of substantive role for trade-unions. The creation of TECs threaten the existence of LENs, which have been successful in fusing training and education.

Education, Manpower policy, United Kingdom. Department of Education and Science

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