Training Budget - Intel Corporation - Essay Example

The company cannot afford to disregard the importance of training in its business operations. The technology environment is highly volatile, diverse, and dynamic. To maintain an unshakable competitive advantage, firms in this environment have to compete on a creativity and innovation basis. This realization is essentially realized from training and related activities.

Intel’s enterprise architecture drives every other aspect of the organization. This part of the company actualizes its operational basis technologically. The success of enterprise architecture at Intel is essentially driven by the company’s commitment to invest in the department. Training in the enterprise architecture context cannot fail to be accounted for. Training budget considers a number of factors, namely: number of trainees, number of trainers, other participants, length of training, location of training, materials needed, resources required, and the underlying work-training effects (Blanchard, 2008).

Intel’s training program under enterprise architecture and related areas is a progressive undertaking. However, this training has to be in line with the company’s daily operations. This means that it is highly likely that some of the trainees will still have work-related duties and responsibilities to undertake. Taking this into account, the training can be set for 20 to 30 days and spread over a period of 6 to 12 months. This would allow ample time for trainers, trainees, and other participants to harmonize training and organizational operations.

A number of trainees, a number of trainers, other participants, length of training, location of training, materials needed, resources required, and the underlying work-training effects are the primary factors that a budget has to account for. With the length of training already identified, the number of participants cannot be specified due to variations in the number of trainers and trainees within a given training program. It is important to note that Intel’s training is progressive and that the number of participants varies relative to the training program being run. Most often than not Intel runs progressive training as opposed to starting training from scratch. The number of trainees can be set between 15 and 30 trainees, 3 to 5 trainers, and less than 10 other participants drawn from related fields in the organization.

The location of training also matters with regard to the desired training goals and objectives. For Intel Corporation, the training location is best suited to its facilities within or without the United States. Given that the parent facility is in the U.S, it is important that the central training for the company’s enterprise architecture be undertaken in the U.S. However, the chosen location for the training could be one or more of the company’s home facilities.

Training delivery will essentially consider every influential factor relative to desired training outcomes. This means that all the packages that will be employed will be suitable for the target group. Given that Intel draws its competitive advantage from enterprise architecture, the training delivery will take the form of in-house training. The idea is to align training practices with the set business goals and objectives. In order to develop a training budget that accounts for all-around training variables, the following costs are vital to providing for preparation costs, developmental costs, direct costs, indirect costs, participant compensation, evaluation costs, total training costs (Blanchard, 2008).

The training budget presented above reflects the need for intensive and extensive planning in training. Numerous stakeholders are involved in the training process, and accounting for them during budgeting cannot be overlooked. The above budget considers costs on the maximum high side. This means that the company does not necessarily have to spend the outlined amounts during the training. Rationality should inform the entire training process relative to the formulated and implemented program.