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Unit 21 M2 and D2 Assignment (MERIT AND DISTINCTION ACHIEVED)
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Unit 21 merit 2 and distinction 2 assignment, achieved merit and distinction.
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Unit 21 – M2 D2Introduction
In this assignment, I am going to be evaluating the costs involved in training for Vodafone as a business
and the cost to the staff within it. I will be analyzing the likely costs and benefits of different types of
training to a selected business (Vodafone) and its staff.
Costs of training
There are costs that come with training employees and all training will involve some form of costs. These
can be financial (monetary values, requires money) or non-financial (time). These costs must be weighed
against the benefits to the business and to the individual. When training is compulsory by law,
There are four stages of training:
Planning
Programme development and design
Delivery
Evaluation
Planning costs:
Planning costs are the costs involved in training and is the first part of training an employee (planning
training). They do this in order to identify the skills gap for employees through several methods. One
method is a skills audit which identify the needs of employees who are yet to be trained; the skills audit
allows for the planning for training to be clearer because Vodafone would know the skill level that their
employees are at. Furthermore, workforce planning is a method which is done in order to assess current
skills and future needs of employees and the business; Vodafone can then focus on long term business
goals based on where they are at currently in terms of the skills and ability of their employees. Also,
Vodafone will be able to identify any gaps and weaknesses in the skills of those being trained when
planning training which is necessary for them to do before conducting the next stages of training. This
links to another method that businesses such as Vodafone use in planning for training – Staff appraisals -
which is an evaluation of an employee's performance and growth when working, allowing for feedback
and support. In doing these methods, Vodafone can focus on short-, medium- and long-term plans and
change how they train their employees depending on it; they can do things and train employees in ways
that benefit the business and make it more effective.
The main cost that comes with planning training is time. This is a non-financial cost because it does not
take away from the profits of the business directly and doesn’t require funds, but it would affect the
business long term because they may use their time differently and focus their attention on other areas
which would improve the business and allow them to earn more revenue, increase market share and
achieve any other goals and objectives that they have set. Therefore, Vodafone may be more careful
with time costs because planning training requires a lot of time – a cost which is vital to any business.
Vodafone may want to cut down on these costs (time costs) through methods which are more
autonomous and require less time to be put aside for training. Some methods include surveys and
questionnaires which can be used to allow employees to give the business information about their skill
level without Vodafone having to be involved directly, allowing them to use their time to benefit the
, business further. However, this does not consider human error which is relevant in questionnaires and
surveys which may further add to time costs if it requires Vodafone to correct this.
Vodafone have used an online training platform (an internal training method) to overcome this which is
cost effective in the long run because it is accessible for people internationally; allowing them to
minimize both financial and non-financial costs. This is because it means that Vodafone can eliminate
costs such as the costs of external training as they would have to source staff to train employees or pay
for a training programme in another organization.
Programme development and design costs:
The second stage of training is pogramme development and design costs e.g., research, purchase of
training materials and supplies. The first stage of programme and development and design costs would
be internal/in-house/on-the-job-training. The business would have to allocate resources e.g., human
and physical resources and allocate a budget to stick to which would cost them. Internal training is
training which is provided by the business and does not require those being trained to go elsewhere in
order to do this training which is required for them to work at the business – this would be external
training and would have additional costs rather than internal training, which is cost effective, sometimes
free of charge because it is to the company’s own expense. Furthermore, the next thing included in
programme development and design costs is external/off-the-job training which is the opposite to
internal training and usually comes with additional costs because the employees would be being trained
outside of the organization and it is often done by a specialist or a business with expertise in that area.
The costs that come with this would be for the business having to find suitable providers, purchasing
materials e.g., manuals and paying for external courses e.g., training days or college courses. This means
that external training would set the business back more than internal training and there are more costs
that come with training employees in general.
Unlike planning training costs which had a non-financial cost (time), programme development and
design costs would set the business back in terms of monetary value and financial costs as well as having
to cost them time. This is because they would have to pay for external training if they were to set up
training for employees outside of the organization and if the business decided to do this training
internally, this would cost them time which is something that is vital to a business’ success and in the
long run, would take away from the revenue generated from a business because they are sending less
time on development of the business and generating this revenue and are instead spending time
training their employees. This creates a financial cost for the business which would affect them greatly in
several ways such as wanting to increase market share – these costs after adding up would stump the
growth of the business.
Vodafone use internal training methods such as induction training to help introduce their employees to
the business while also minimizing costs involved in this. Because it is done internally, they would be
able to control the level that they want to train their employees after evaluating them through a
Training Needs analysis (TNA) and they would then begin their training and development of employees
in the business. They may also use external methods of training, but it isn’t as common with Vodafone
because they like to have control over how much they train their employees, although expertise may be
needed in some of this training which may lead to Vodafone finding suitable providers and
sourcing/paying for additional external courses.
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