Citations with the tag: EMPLOYEES -- Training of -- Contracting out
Results 1 - 23
- Why you should learn to rely on the experts.
Leigh, Andrew // People Management; 10/10/1996, 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.
- '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...
- 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 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.
- 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...