Introduction
Currently, the two prevalent business training models are labeled as centralized and decentralized. While both of them are beneficial for the organization, the scope of this paper allows focussing only on the centralized training system. In this model, managers decide to conduct all the development programs for staff in the same location to ensure better configuration with the company’s overall strategy, metrics, and delivery. This assignment briefly overviews the advantages and disadvantages of centralized training on the basis of scholarly sources.
What Is Centralized Training?
Centralized training is an employee training model in which all corporate learning is managed by a single group within an organization. This group is responsible for all aspects of training, including planning, designing, developing, implementing, and assessing employee training programs.
Centralized Training: Advantages
With all the organization’s departments working as one team, individuals are more likely to have a clearly defined career path in procurement, enhanced by a better understanding of management, support, and performance. In return, the integrated learning leads to the continuous improvement of professional skills and interpersonal communication, as employees share the lessons learned (Noe, 2009). Centralized training also allows measuring the overall effect of the learning function on the efficiency of employee collaboration.
Centralized Training Model: Disadvantages
In centralized training, employees have less time to focus on their individual professional goals. According to Noe (2009), this model does not allow managers to explore the unique needs of each project, identifying teams’ skills, competencies, and areas for improvement. In other words, the biggest drawback of the system lies in its inability to provide employees with growth opportunities explicitly aligned to their career interests.
Conclusion
Centralized training aims at educating employees through development programs and seminars conducted in one place. On the one hand, such a strategy is beneficial for the company as it contributes to the staff’s better understanding of management, performance, and support in the organization. On the other hand, the model fails to address the unique needs of each department, lacking individual approaches toward career growth and teams’ competencies.
Reference
Noe, R. A. (2009). Employee training and development (5th ed.). New York, NY: McGraw Hill.