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Responding flexibly to flexible trainers: the need to redefine assumptions

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Argues that although flexible working is becoming increasingly common, training departments are not creatively adapting their strategies. Provides a framework within which to redefine the role of flexible trainers in more opportunistic, value-added directions. Suggests the need to recognise non-permanent professional trainers as a distinct group from permanent staff. Analyses attitudes of six English as a second language (ESL) peripheral practitioners, who typify one coherent group of the free agent training sector. Indicates concept of flexibility was viewed positively but lacked adequate support from employing organizations. Proposes various approaches for redefining flexibility to enhance organizational competitiveness and effectiveness, and individual performance and commitment.
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Keywords: Flexible organizations; Flexible working; Policy; Strategy; Trainers

Document Type: Research Article

Publication date: August 1, 1998

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