‘Training, it's a load of crap!’: the story of the hairdresser and his ‘Suit’

Many managers of small and medium-sized enterprises (SMEs) are more concerned about survival rather than growth. There are consistent findings that indicate managers in SMEs do not respond favourably to offers of HRD interventions and government policy now recognizes the value of informal learning and demand-led intervention. A social constructionist approach is suggested to consider engaging and working with SME managers. A framework of SME 'worlds' is considered before the case of one SME is examined. Using data from three different sources, the various positionings are considered. The case shows how from an apparently antagonistic view of external training, the manager was prepared to allow a coach/mentor to work with him towards his vision for expansion and growth. Conclusions are provided concerning engagement and stretch with SMEs, policy and future funding for HRD and the definition of skills development. Keywords: small and medium-sized enterprisestrainingbusiness support Notes 1. It is worth recording that following the apparent success of this programme, funding is planned to support SME development in England for the next three years, starting in August 2008. 2. A nomenclature suggested to us by Professor Rick Crawley at Lancaster University Management School.