I’ve said before it’s an exciting time to be in the training profession. That being said, it can also be a bit tough.
I was recently reminded of a conversation that took place during last year’s HR Technology Conference. One of the speakers (my apologies, I cannot remember who said it) brought up the challenge of training. Organizations need training and they understand the value of training but they don’t want to spend money on training because employees don’t stay.
It’s sad we haven’t gotten past that old discussion:
“What happens if we train employees and they don’t stay?”
More importantly, “what happens if we don’t train employees and they do stay?”
If organizations want to grow market share and improve the bottom-line, they need a skilled employee base to do it. That includes training and development.
Companies that are concerned about employee retention should spend time finding out why employees are leaving the organization. In addition, they should discover the reasons that employees start looking for new opportunities.
There will be times when employees leave after training. It happens. But more often, there will be employees who leave because there is no training. And there will be employees who stay because there is training.
Smart organizations are developing retention strategies to keep the employees they’ve worked so hard to hire. They know how many resources they’ve spent bringing a person into the company. The last thing they want is for the time, effort, and yes – money they’ve invested to walk out the door.
My prediction is, as the skills gap conversation continues, employers will add a piece to their branding conversation about what a “career” with their company looks like. We won’t just talk about the reputation of the employer, the high levels of customer satisfaction, and the quality of the product. Employer brand will include the perceptions and promises of a career.0