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The CIPD makes a case for reforming the apprenticeship levy and increasing investment in workplace skills and training. The UK has suffered a long-term and substantial decline in employer investment in training over past decades. Figures show declining employee participation in workplace training, and that a substantial portion of the training done is only induction or compliance-based. 
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A full career coaching course can set you back £4,500. We find out what you get for that – and whether it can make a difference.
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This paper analyzes how the costs of hiring skilled workers from the external labor market affect a firm's supply of training. Using administrative survey data with detailed information on hiring and training costs for Swiss firms, we find evidence for substantial and increasing marginal hiring costs. However, firms can invest in internal training of unskilled workers and thereby avoid costs for external hiring. Controlling for a firm's training investment, we find that a one standard deviation increase in average external hiring costs increases the number of internal training positions by 0.7 standard deviations.
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Canadian Vocational Association / Association canadienne de la formation professionnelle's insight:
This tool was designed to provide a means to identify the value of dollars invested in training related to the costs of training and the benefits achieved in increased sales, guest satisfaction, and productivity. The tool looks at six performance measures: sales, upselling, staff turnover, customer satisfaction, employee competence, and cost savings.
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The Air Force typically trains 30,000 to 40,000 new airmen in some 300 specialties each year. It utilizes two methods for training its enlistees: centralized initial skills training (IST, or “schoolhouse” training) and decentralized on-the-job training (OJT). All too often, only IST costs are considered when “pricing” training, seriously underestimating the overall cost to train an airman. When all the costs are considered, including those of OJT, decisions related to the length of IST can be better informed. From a statistical analysis of data taken from surveys of senior enlisted personnel, they were able to assess how productivity changes when IST course length changes and to make recommendations concerning the IST course lengths that would produce the most productive airmen for the least possible cost.
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