What is the most important consideration when selecting a training initiative? For the past eleven years the management and researchers of the ‘Training Services in China Directory’ have been attempting to shed light on the answer to this question. Is it the quality of the training provider? Is it the quality of the trainer? Is it the price? Is it the format of delivery? Should it be the decision of the human resource manager, training department manager, the boss, the employee, the Chairman of the Board? Do we want off the shelf courses or tailor-made offerings? How much weight and resources in the selection of the training do we give to the Generation Y learner, the Generation X learner, the middle manager, the guy about to be promoted from country manager to regional manager or above? When do we outsource and when do we designate in-house trainers for new entry employees, technical training, company-specific product or service needs? What is the value of gap analysis, training need’s analysis, 360-degree performance reviews, and holistic human performance improvement systems vs. ad hoc individual course selections. What about our limited resources of time, money and measuring Return on Training Investment? Do we follow the trends of other learning culture organizations or do we trust our own voice of innovation? How do we narrow disconnect between the supplier and buyer’s expectations and capabilities and capacities to deliver and/or to receive what is being made available to the learners? Who are the gatekeepers? More importantly, who are the champions to foster and finance a learning culture and will they still be there in the times of challenge? Is the learning blended, is it massaged to the needs of the transplanted culture? What’s the point in funding training if the majority of a wasted investment generates catastrophic losses? Is it a retention or recruitment tool or a benefit toward professional development leading to promotion? Enjoy the 2008, 11th edition of the Universal Ideas Training Services in China Directory. The answers to many of the questions posed above lie in the market research that has been relocated toward the back of the directory. This change is intentional, so that you, the reader, can access more conveniently the profiles of our esteemed sponsors and your trustworthy suppliers. Everyone is paying attention to quality: the buyers because they demand it; the suppliers because it is their life-blood to sustainable business and profitable success.

This ‘training directory’ is only a part of UI’s extensive research on the education and training sectors in China. On another assignment our research team discovered one of the most important characteristics of Confucian values that predominantly intersects a Chinese employees retention decision and the direct report relationship. This guiding principle is called Yi (义), usually translated as ‘righteousness’. The full meaning is difficult to capsulate. Generally, if an employee is satisfied with the organization and its values but one’s supervisor is disrespectful or has conflicting values, attrition is likely to set in. In place of “organizational commitment” there is “lao ban” commitment”.

So whatever your training initiative is I believe the answer to the question ‘What is the most important consideration when selecting a training initiative?’ requires a minimum of the following two variables: From a professional perspective – all training must be tied to the clearly stated key objectives of your corporation. From a compassionate perspective all training must support Yi, for without full respect and execution of your organization’s value system for and by each and every one associated with your company – no training will be sufficient.

Your assistance in getting this resource to the desk of the person in your organization responsible for your company’s employee development is appreciated.

Sincerely,


Ira L. Cohen
Vice President
Universal Ideas Consultants Corporation