“Training Strategies for Small and Medium Sized Businesses: One Size Doesn't Fit All.”
“Training Strategies for Small and Medium Sized Businesses: One Size Doesn’t Fit All.”
Abstract
The prerequisites for training vary in different businesses, with size being a significant factor. The smaller firms tend to conduct their training for their employees on a superficial level, having their entire focus on learning informal skills. Whereas in comparatively larger SMEs, there is a broader spectrum for the learning perspective. These companies want to obtain a more formal training with an objective of achieving standard skills. Thus, different firms have different training strategies regardless of the size. This paper analyzes these differences and identifies the challenges that may inhibit certain training strategies.
“Training Strategies for Small and Medium Sized Businesses: One Size Doesn’t Fit All.”
Introduction The prerequisites for training vary in different businesses, with size being a significant factor. The smaller firms tend to conduct their training for their employees on a superficial level, having their entire focus on learning informal skills. Whereas in comparatively larger SMEs, there is a broader spectrum for the learning perspective. These companies want to obtain a more formal training with an objective of achieving standard skills. Thus, different firms have different training strategies regardless of the size. This paper analyzes these differences and identifies the challenges that may inhibit certain training strategies. A survey conducted by W. Paul and J. Storey (1997) among 6000 randomly selected SMEs in Great Britain showed that there are huge differences in the attitudes of the manager and the ways of fulfilling the training needs of either family or non family employees in their business. The family members need for training is viewed in terms of explicit development, whereas the case is entirely different for non family employees; it is only to foster their career building needs. It also
Abstract
The prerequisites for training vary in different businesses, with size being a significant factor. The smaller firms tend to conduct their training for their employees on a superficial level, having their entire focus on learning informal skills. Whereas in comparatively larger SMEs, there is a broader spectrum for the learning perspective. These companies want to obtain a more formal training with an objective of achieving standard skills. Thus, different firms have different training strategies regardless of the size. This paper analyzes these differences and identifies the challenges that may inhibit certain training strategies.
“Training Strategies for Small and Medium Sized Businesses: One Size Doesn’t Fit All.”
Introduction The prerequisites for training vary in different businesses, with size being a significant factor. The smaller firms tend to conduct their training for their employees on a superficial level, having their entire focus on learning informal skills. Whereas in comparatively larger SMEs, there is a broader spectrum for the learning perspective. These companies want to obtain a more formal training with an objective of achieving standard skills. Thus, different firms have different training strategies regardless of the size. This paper analyzes these differences and identifies the challenges that may inhibit certain training strategies. A survey conducted by W. Paul and J. Storey (1997) among 6000 randomly selected SMEs in Great Britain showed that there are huge differences in the attitudes of the manager and the ways of fulfilling the training needs of either family or non family employees in their business. The family members need for training is viewed in terms of explicit development, whereas the case is entirely different for non family employees; it is only to foster their career building needs. It also
References: Cecili, W. & Neil A. (1997). Management training in small and medium-sized enterprises: methodological and conceptual issues. The International Journal of Human Resource Management, Volume 8, Issue 1, 44 – 65. Harry, M. (2002). Training and HRD strategies in family and non-family owned small businesses: a comparative approach. Journal of Education and Training, Volume 44. Hill R. & Stewart J. (2000). Human resource development in small organizations. Journal of European Industrial Training. 24 (2-4), 105. Paul W. & Storey J. (1997). Training provision and the development of small and medium-sized enterprises. Norwich: HMSO Department for Education and Employment. Rova R. & Chris P. (2006). Employee training decisions, business strategies, and human resource management practices: a study by size of business. Cambridge: Blackwell.