Reasons for dissatisfaction with training
There is little differentiation as to why training buyers were not satisfied with training
providers. In most cases, the perception was that the training was not effective. The training
did not serve the organization¡¯s main purpose. 47% cited that training method was seen
not effective or training providers did not meet up to delivering promised tailored services.
Training buyers also complained about unqualified trainers and outdated training content. For
specific results please refer to Figure 2.
As per pricing considerations, only 20% of the respondents perceive current price as too
expensive. It was the ¡®price to quality¡¯ ratio that training buyers are most concerned about.
Training buyers are willing to purchase training programs at current pricing structures, but
they expect to get what they are paying for. Buyers voiced a concern that some training
providers do not keep their promises. One can conclude that training buyers are less focused
on cost where expected outputs are achieved. Buyers care about training efficiency more
than training cost.
Pricing is not a key consideration in making training procurement decisions. It is the time
factor that trainees spend on training. The cost of employees away from the focus of their
work related responsibilities is of greater concern. When ineffective or inappropriate training
was selected, the company suffers twice. The employees are exasperated from investing their
time with limited professional development gain. The company not only carries the burden of
the training expense and also doubly suffers a productivity loss during the wasted time spent
on training. In place of an expected ROI, enhanced inefficiency and employee de-motivation
may become an end product of the training delivery and/or selection weakness.
Weakest areas of training in China
The area of training in corporate China today that poses the biggest challenge is that of
developing the soft-skill functionality of relatively new entry high potentials employees. This
does not imply that high potentials are lacking in their educational background. On the
contrary, they usually possess degrees and diplomas from renowned institutions; but there
is a general consensus these graduates lack business communication skills that would have
practical application in the workplace. Tactical competencies have not been developed during
their post-secondary studies. Outside the box thinking, creativity, leadership, the art of
persuasion, empowerment, delegation and workplace engagement are but a few of the soft
skills identified as valued and missing in most new entry employees
The voice of human resource managers and other training professionals expressed a shortfall
in the area of soft skill development and training. Leadership and Strategic Management training is listed as the most deficient area of training needed in China. This notion was
stated by 59% of the training buyers who participated in the research survey. Almost one
out of every two HR professionals complained that Middle Managerial training is weak.
Every two out of five respondents thought improvement is needed in Coaching. Every third
HR professional would like to see enhanced training provided in their respective fields for
themselves. One third of the respondents indicated Interpersonal Skills training is poor.
Conversely, training buyers perceive hard skill training offerings as having a strong demand
in China. For specific results of the top seven weak training areas in China, please refer to
Figure 3 below.
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