The current business environment is characterised by increasing competition, global trading, technology and the need for enhanced operational efficiency. Yet we are faced with fewer staff undertaking a diverse range of complex activities.
Small business failures can often be attributed to poor management competences – So why do we have varying degrees of resistance to training?
The following comments were made at a recent Business Exposure Group meeting:
- Do staff take training seriously, or is it a day out of the office. Most thought that training only works well if you have a willing participant and that when they return to the office they are able to use their new skills and communicate the benefits to their colleagues.
- SME staff are often forced to be a jack of all trades in order to plug the skills group, which in the medium term is not sustainable.
- There can be fall out from training because the recipient my wish to move on to better opportunities which the SME cannot accommodate.
- Training at the lower level is fundamental because a business is only as good as its weakest member of staff.
- Many small businesses are between the rock and the head place. On the one hand desirous of a training benefit but on the other hand finding the absence of a colleague from the ‘day job’ as detrimental to the ongoing daily requirements of the business.
- Business education for the owner is less a job of sitting in a classroom, but rather by learning on the job with the aid of an expert coach, which will assist the owner in breaking through the glass ceiling created by their limited experience of how to move their business to the next level. A well experienced industry relevant ‘Non Exec’ is the answer for many of our members who have ambitions to significantly grow their business.
Training budgets throughout a business must be proportionate, so that both staff and the owner take equal priority to train and therefore build a strong, resilient business.