Building capability in small businesses: tales from the training front

摘要

Purpose - The UK Government policy for the training and development of its workforce reflects a desire to move towards a more flexible, "demand-led" system. The purpose of this paper is to evaluate the outcomes and impact of two, publicly funded initiatives, designed to stimulate and enhance "demand-led" training within the UK's small business sector. Design/methodology/approach - The research in this paper is underpinned by an evaluation methodology. However, in respect of each initiative different approaches and methods of data collection were undertaken to reflect the design characteristics of the two initiatives. Qualitative case study analysis is common to both whilst the evaluation of initiative 2 also draws on the particular survey tool selected to help drive this intervention. Findings - The paper finds that initiative 1 led to a limited degree of enhanced training effort. Initiative 2 demonstrated the value of a depth and trusted relationship between trainer and SME owner-manager. Both, however, highlight tensions within the small business training market place. Both expose fundamental "systemic" weaknesses, which despite the policy rhetoric appear to remain stubbornly in place, undermining this entirely laudable aspect of public policy. Research limitations/implications - The research in the paper was undertaken in one sub-region of England. Although the Westminster Government has set the broad trajectory of "demand-led" training policy its practice is determined through a now largely devolved system. Research is needed which compares the findings from this study with practice in other parts of the UK. Originality/value - The paper provides evidence-based insight for both practitioners and policy makers. Indicates the sorts of practice, which, in a context of continuing difficulties and constraints, can help trainers and training intermediaries appropriately enter the world of the small business.