I find tesmian’s response pretty noble and a long-term based approach. It would really be fantastic if every organization thinks and acts in that manner.
I recall here an interesting observation, “What if I train someone and he/she leaves the company?” vis-à-vis “What if I don’t train someone and he/she STAYS?”; we have different problems on hand!!
The stand I would take is something very close to what Lucy has stated. It definitely pays in more than one way to train temporary staff too—pay-offs could be like increased competence, loyalty, productivity etc.
Two more factors to consider would be:
The ‘state’ of the company itself—in terms of financial stability and pipeline density. If these are not healthy, a company may de-prioritize spending on temp staff, quite justifiably. These companies are forced to manage cash and business very tightly. The Value-system of the Management—short-term focused or long-term focused. There are many companies that has a Value-system to extract (exploit is a very strong word!) maximum out of people, in every transaction; concerned only on numbers like ‘revenue per employee’ etc. These companies, albeit being in a position to afford training, may not do so.
Being a trainer, I am convinced that Training is an investment and not an expense at all. It helps to look at training as a deliberate strategy, tuned with the Vision, than look at it as a bench-time activity or need-based activity. Regards Abhi
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