Citations with the tag: EMPLOYEES -- Training of -- Contracting out
Results 1 - 29
- Why you should learn to rely on the experts.
Leigh, Andrew // People Management; 10/10/96, Vol. 2 Issue 20, p49
Explains why most organizations would benefit from handing their entire training function over to external suppliers. Situations to consider in outsourcing training; Benefits of completely outsourcing training for suppliers and customers; Conclusion on outsourcing.
- Has the outsourcing wave hit you?
Leigh, Andrew // Training & Development; Aug95, Vol. 49 Issue 8, p19
Presents a questionnaire about outsourcing of employee training. Frequency of outsource training; Types; Reasons and advantages.
- Anyone really work here? Traps in outsourcing.
Champy, Jim // San Diego Business Journal; 5/13/96, Vol. 17 Issue 20, p13
Focuses on the disadvantages of hiring outsourcers, jobbers and temporary help, which often result in the creation of a hollow company, an organization that exists only as a `brand.' Unprofessionalism of temporary workers; How hollow companies are becoming increasingly present in the United...
- A Legitimate Role for Generalists.
Gill, James // Contract Management; Aug2001, Vol. 41 Issue 8, p51
Focuses on a leadership development program designed to train acquisition personnel to gain cross-functional expertise in the U.S. Importance of expertise in achieving promotional opportunities; Credibility of the Defense Leadership and Management Program by the U.S. Department of Defense;...
- Hiring professionals can provide training boost.
McChesney, Charles // Business Journal (Central New York); 09/07/2001, Vol. 15 Issue 36, p8
Reports on the importance of outsourcing training for employees to several companies that do not have an internal trainer. Advantages of outsourcing training for employees; Capabilities of outside trainers, according to Ken Steiger of Steiger Training & Development; Financial advantage of...
- EXPANDING (CAPABILITIES) BY CONTRACTING (FOR SERVICES).
Berliner, Stan // Training & Development Journal; Aug78, Vol. 32 Issue 8, p76
Discusses the use of contracting work to reduce employee training and career development costs. Marketplace for consulting service; Consulting contracts; Economic and methodological flexibility of consulting services.
- Bridging training in-house.
Morrall, Katherine // Bank Marketing; Aug96, Vol. 28 Issue 8, p43
Evaluates the advantages of acquiring the services of an outsourcing company for personnel training programs. Elimination of in-house departments; Identification of the best outsourcer; Setting and sharing of business goals.
- Shopper's guide.
Morrall, Katherine // Bank Marketing; Aug96, Vol. 28 Issue 8, p47
Presents a list of companies that appear under the heading of Sales Training in `Bank Marketing' magazine's Annual Buyer's Guide. Company name; Business address; Telephone number.
- Don't overlook a key strategic asset in call centre staff.
Hurley, Glenn // Personnel Today; 6/25/2002, p18
Assesses the benefits of outsourcing the responsibilities of human resources to a call center. Percentage of average staff turnover in call centers; Lack of training and pay among call center staff; Proposals on the management boards to implement a people strategy.
- Good Scouts.
Salopek, Jennifer J. // Training & Development; Jun99, Vol. 53 Issue 6, p57
Features the `The Training Broker,' a screening and referral service for company training needs. eLearning project; Decision-making support in the creation of corporate learning environment; Database of training suppliers.
- Getting into the act.
Buchholz, Barbara B. // Crain's Chicago Business; 05/08/2000, Vol. 23 Issue 19, pSB4
Focuses on how the Breakthrough Group mixes dramatic arts into its corporate training programs. Founding of the company by Mitchell Litrofsky in 1989; How staff members trained in dramatic arts act out a company's personnel problems; Presentation of ways to open dialogue and implement change;...
- What Do Contract Trainers Need to Know to Be Successful?
Estrin, Judy; Tomas, Jerold; Edwards, Phil; Fahlgren, George; Gall, Adrienne L. // Training & Development Journal; Apr87, Vol. 41 Issue 4, p26
Offers suggestions on how to be a successful contract trainer. Benefits of contract trainers for organizations facing cash constraints in hiring a full time trainer; Significance of understanding the client needs and the operating industry for the contract trainer; Advantages of being a...
- Performance Measurement in Outsourcing.
Gill, John // Chartered Accountants Journal; Nov98, Vol. 77 Issue 10, p35
Illustrates the importance for outsourcing companies to keep on strategic record management to achieve performance goals. Importance of record-keeping; Role of outsourcer chief executive officer; Delegating risk management responsibility.
- News: News briefs.
Gill, John // IT Training; Nov2003, p7
No abstract available.
- HR Outsourcing--A Money-Saving Strategy.
Norman, Stephen // Credit Union Executive Journal; Mar/Apr2000, Vol. 40 Issue 2, p34
Deals with the significance of human resource (HR) outsourcing in dealing with workplace violence. Opinion of Richard Noland of Advanced Management Systems on outsourcing; Ways on how to make HR outsourcing effective; Three ways by which outsourcing firms charge for services.
- Firms help new workers translate a nation's culture.
Strong, Michael // Crain's Detroit Business; 02/12/2001, Vol. 17 Issue 7, p19
Focuses on the employee relocation assistance, language lessons and cross-cultural training offered by LanguaTutor Inc. and PALS International in Michigan. Financial performance of the companies; Importance of contracting out for intensive language training of employees; Details on human...
- 'PASS THE ASPIRIN'.
Goodenow, Steve; Bates, Mary Kay // ABA Banking Journal; Jun2002, Vol. 94 Issue 6, p18
Discusses how Bank Midwest, Minnesota-Iowa, N.A. in Okaboji, Iowa controls employee training costs. Finding of a survey firm that two issues at the bank were communication and lack of career advancement opportunities; Solution of centralizing the functions of human resources; Limited use of...
- John Lewis backs private sector welfare-to-work.
Goodenow, Steve; Bates, Mary Kay // Personnel Today; 11/27/2007, p3
The article reports on the support of retailer John Lewis on the use of private sector welfare-to-work firms in Great Britain. Mark James, recruitment and development manager at John Lewis's Sheffield store, said private company A4e provided a better service for the retailer than Jobcentre Plus....
- Learning Investments: More for Less.
Schneider, Christie; Cleary, Chip // Chief Learning Officer; Mar2004, Vol. 3 Issue 3, p30
Reports on the strategies that training departments implement to get more results by paying less. Focus on the business needs; Various stages of the training lifecycle; Benefits of adopting selective outsourcing strategy; Aspects of reducing the development costs. INSET: In practice: KeyBank...
- When, Why and What to Outsource.
ANDERSON, CUSHING // Chief Learning Officer; Sep2010, Vol. 9 Issue 9, p54
No abstract available.
- How to make sure you get the best of your training budget.
Chappell, Richard // Training & Coaching Today; Jun2008, p14
The article discusses some of the vital questions that learning & development managers (L&D) should consider before the training intervention starts and before choosing a training provider for the company. It discusses some of the issues the L&D manager should consider to help a company maximize...
- Outsourcing the Customer Relationship.
Hall, Robert // ABA Bank Marketing; May2004, Vol. 36 Issue 4, p18
Focuses on customer relationship outsourcing. Ways to improve efficiency; Circumstances indicative of the shift of efficiency from being a function of production costs to being a function of customer management; Barriers to offshore resolution and customer relationships.
- OUTSOURCING TURNAROUND.
Carter, Alison // Training Magazine; May2003, p9
Presents the results of a research conducted by the Institute for Employment Studies in Great Britain concerning outsourcing training. Disadvantages of outsourcing training; List of activities that are likely to be outsourced; Importance of training advisers to the company.
- WINNING THE NUMBERS GAME.
Sheppard, Guy // Training Magazine; Nov2004, p24
Focuses on the increase in outsourcing for training services in Great Britain. Findings of several studies on the trend in outsourcing in the U.S. and Great Britain; Reasons behind the increase in outsourcing for training services; Analysis of outsourced managed training contracts by Philippa...
- If you can't find a techie, make one.
Stoffer, Jason // Crain's Detroit Business; 07/19/99, Vol. 15 Issue 29, p22
Reports on companies providing internal training programs on information-technology, giving employees tuition reimbursements for college courses. Internal training program offered by Comerica Inc. in Detroit, Michigan; Courses offered by New Horizons Worldwide.
- BAE in HR export drive.
Hammond, Dominique // People Management; 11/25/2001, Vol. 7 Issue 21, p8
Reports on the decision of defense company BAE Systems in separating its personnel department from its human resource outsourcing market to form the Togethr HR company. Assets of the business process outsourcing market; Investments given by BAE and partner Xchanging in Togethr HR.
- 5 Reasons NYC Outsources Crane Exams.
Van Hampton, Tudor // ENR: Engineering News-Record; 4/30/2012, Vol. 268 Issue 13, p1
The article discusses the controversy over New York City's (NYC's) crane operator licensing program, which outsources crane operator exams to the private sector. Reportedly, all crane operators working in NYC are required to pass a national crane exam by July 1, 2013, which is accredited by the...
- La exernalizaciï¿½n del proceso de formaciï¿½n de RR.HH. ï¿½Con ROI o sin ROI?
Gugel, Jos� Luis // Capital Humano; Jun2011, Vol. 24 Issue 255, p34
No abstract available.
- Employee Attitudes, Earnings and Fixed-Term Contracts: International Evidence.
Brown, Sarah; Sessions, John G. // Review of World Economics; Jul2005, Vol. 141 Issue 2, p296
We explore the relationship between employee attitudes, earnings and fixed-term contracts using data from the British Social Attitudes Survey and International Social Survey Programme. We find that workers employed under such contracts receive significantly lower earnings than their permanent...