What If You Train Staff & They Leave ?

[Robert J]

One of the common barriers to investing in training can be the thinking which goes down the path way of what happens if they leave afterwards. :(

I stole this succinct response from someone much wiser than me, "What happens if you don't train them and they STAY ?" :confused:

I am interested to hear more from both sides of the thread

[Remy B]

Training aims to achieve effectiveness and efficiency at work. Coupled with excellent retention strategies (life balance/fun/health/fitness, caring environment, interesting role, acceptable reward & recognition scheme, etc.) employers can hope to breed an engaged, effective, happy and perhaps long serving employees. Managers have an interesting role to play in talent development and retention. :)

[paula.williscroft]

A fascinating debate and a great question to raise, what is the value to the business of training staff if they leave? Firstly businesses need to recognise there will be unwanted turnover in a tight labour market, but training may not be the key driver, much research tells us people leave their managers, not their companies.
But analyse turnover to see what is happening in your business - are people leaving because they say there are career development opportunities elsewhere (does this mean more money or more challenge/job satisfaction?) and are people leaving early because they don't have any training? Consider what questions you want to ask and survey your leavers, maybe using an third party for objectivity and honesty of response (such as AIM!).
If businesses can't find the skills in the market they need to consider growing their own talent; this includes coaching, training and career development programs.
There will also be disappointing losses of talented people if they are not looked after, and this requires a holistic approach; leadership style, organisational culture and remuneration will be as equally important as training.
For HR and L&D business partners to engage organisations in the issue it is worth considering the opportunity cost approach; what is the cost of providing a development program etc. versus the cost of having to find another person.
Finding another person has direct and indirect costs attached;
recruitment costs
reduction in customer service levels/relationships
reduction in performance levels for up to a year in many cases
impact of change on the team
loss of knowledge capital
etc.

When these costs are identified and measured against reducing turnover rates HR has a powerful message to share about return on investment.

Paula