One of the main hurdles that many employers have to overcome before choosing to use overseas training facilities is justifying the cost.
Naturally, these types of courses can often be more expensive than their domestic equivalents, so how do HR executives or training coordinators demonstrate the value of such an investment?
With an increasing number of businesses using this option, there must be some sort of competitive advantage to be gained – so is it the case that overseas training should no longer be seen as a luxury?
In order to effectively determine whether or not it is now a necessary part of the internal development of an organisation, we need to consider what benefits the approach offers.
Training as an incentive
With the economy now on course for a full recovery, companies’ ambitions to expand are leading to growth in the jobs market once again. As a result, firms are having to up their game when it comes to staff retention policies and how they manage employee benefits.
Ultimately, staff want to feel as though they are being looked after and that their employer has their best interests at heart.
With this in mind, overseas training can provide an ideal solution – offering personnel the opportunity to visit other parts of the world to develop their skills. Using training as an incentive or a reward doesn’t sound like a natural relationship admittedly – however, individuals can be encouraged to view their course as an opportunity to travel to another country without dipping into their own pockets.
This idea can be supported even further when you explain they will have evenings and perhaps even weekends to explore where they are staying – effectively treating it as a break away from the chores they would normally associate with staying at home.
One of the main advantages that overseas training has over the domestic equivalent is that delegates are effectively thrown into a melting pot of different cultures, industries and backgrounds – the perfect environment to enable them to gain a new perspective on how they do their own jobs.
It’s an approach being used by all sorts of organisations – including governments. One example to have received international media attention is the use of overseas training by the Chinese government as part of its efforts to modernise.
Speaking to China Daily, director of administrative management at Renmin University of China Mao Shoulong described the sending of personnel abroad as “necessary”, with such benefits easily outweighing the costs.
Naturally, a main reason for looking at overseas training courses might be that you simply can’t find what you need in your own country.
Whether this relates to the topic of the course or even the quality of the training, you should never compromise on the areas where you need to develop your staff if you are limited by the options in your own local area or even your own country.
A company with truly global ambitions certainly shouldn’t be limited by the services on its doorstep. If it wants to really grow into an international force, then sourcing the right training – wherever it is in the world – should be a priority.
And that really seals the final point in the argument. A company’s development shouldn’t just be measured by its worldwide sales, but by its encouraging an attitude to training that isn’t controlled by geographical boundaries.
Is overseas training a nicety or necessity? If you want to compete on the biggest stage, then the answer has to be the latter.