There isn't one reason that a company shouldn't have a full-time trainer on staff.

In my 20 years of recruiting, I've never met a hiring manager who hasn't wished their people were better prepared when they started. I haven't met a human resources leader who hasn't wished the managers in the company had more training on how to manage. Never.

My company's first training manual was written 15 years ago by yours truly. It was close to 100 pages of content. I made an outline of everything I thought our people should do on a daily, weekly, monthly basis, and then I drilled down into each one and gave anecdotes and examples of situations, which illustrated why and how it should be done.

It wasn't that hard for two reasons: Because I had done the job, I knew what I wanted, and I had passion for getting my people trained and educated. Since then, we've had several trainers come in and add their touch, and we've augmented external training with our internal program.

What we have done is show our staff we care. By investing in them, it is proof that we aren't just words. It's expensive, but it screams to your employees, to your clients, to your competitors, to your staff's families, and to the world that you care. It shows that you want your people to grow and develop. To mature. To be great.

There are a number of excuses people will make to not invest in training:

"We don't have time."

"It's too expensive."

"What if they don't train them correctly?"

I've heard it all. Any kind of training is better than none.

I believe that employees need two things to become really productive and advance: time and confidence.

I don't mean time as in tenure, I mean time as in time with good people to learn and grow. Time with their manager, and time with their manager's manager. There are a select few who innately have what it takes. Malcolm Gladwell would call them outliers. Not everyone is Bill Gates or Mark Zuckerberg. Most people need to listen, observe and execute under someone better. That someone being a trainer.

When you train and develop people early on, they overcome insecurities and realize it's okay to speak up. It's okay to have ideas. It's okay to have empathy. It's okay to have questions. They gain confidence and trust their gut instincts.

When I train people later in their careers, it's easy to see who didn't have good managers or training early on. They try to "talk intelligently," but it's essentially masking their insecurities.

If someone doesn't have the self-perspective to acknowledge their insecurities, it is usually a result of being nave. They just don't see it. They aren't observant. Many times it's because it's hard work to be observant and easier to be naive. Training teaches people to look around. To gain self-perspective. To listen. To think. To communicate.

Invest in your team, and invest in your people. Training is hard work, and it starts with the top. If the CEO doesn't believe in it, then it won't fly, but without it, your culture will suffer. Good luck.