Training important during recession

Custom, in-house programs can deliver ‘bang for your buck’
By Shannon Klie
|Canadian HR Reporter|Last Updated: 06/02/2009

As part of its leadership development process, Enbridge used to send a few executives each year to take part in a three-week, residential, executive development program at the Queen’s University School of Business in Kingston, Ont.

In 2007, the Calgary-based oil and gas company began to clamp down on expenditures and Brian Rabinowitz, manager of learning and leadership with Enbridge, began looking for ways to maximize his training budget.

The training program at Queen’s University had three components — leadership, operations and marketing. In talking with executives who had participated in the program, Rabinowitz found they got the most value out of the leadership component.