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OurVisitorValues Trainer Profiles Testimonials Our Clients Awards Blog Contact Us Training & Consultancy Online Training International management training Customer Research Employee Retention and Training 5 Steps to SettingConstructiveTraining Goals2nd June 20153 Arguments For Management Skills Development23rd June 2015 Show all 0 Employee Retention and Training Published by Admin at 16th June 2015 CategoriesMerchantryTraining Tags 3 Simple Considerations on Employee Retention and Training. The storyboard whilom is a light-hearted way of addressing an timeworn merchantry issue of employee retention and training. The importance of finding staff, training them and holding on to them once you’ve managed those things will unchangingly be inside to merchantry (any business), considering ultimately, staff will unchangingly be central. Maybe your merchantry is a big supplies manufacturer, and you need hundreds of employees to man the production line. Maybe it’s a small IT firm and you need a team of four or six developers. Ultimately, the numbers aren’t important. You want to know they have the skills and the dedication to get the job done, and you want to know they’re not planning to jump ship any time soon – you want the competence and the continuity. These aren’t sentimental considerations either, obviously – competence speaks for itself, but continuity has a real effect on productivity and the marrow line. Employee replacement financing can run to anything from 50 to 150% of that employee’s salary when the impact of recruiting, interviewing, hiring, training, etc are all taken into account: (source), and plane once all those steps have been taken, the new employee isn’t necessarily going to be working to optimum straight out of the gate – it can take time for anyone to come to grips with a job – up to 32 weeks for some sectors, theoretically (source). It’s common-sense statistics like these that bring us when to our little cartoon. We’re a training visitor (we make online training content and learning management systems, increasingly info here, if you’re interested), so perhaps it won’t surprise you to hear that we believe constructive staff training is a good way to stave those kinds of costs, but hear us out! There’s method in our madness; here’s three simple considerations that might help make our point:   Staff won’t leave: We’ll write the myth of our opening storyboard first of all. It is a worry that contributes to companies’ reticence to train. You invest your time and money in training programmes and material for staff, who as soon as they’re upskilled will waltz off to some competitor who’ll reap the benefits of your investment. It may be a result of coming of age in a credit crunch or it may be just one of those things, but the up-and-coming millennials of Generation Y (perhaps counter-intuitively) are increasingly likely to be looking for advancement within their existing organisation (source) than the Gen Xers and Baby Boomers who preceded them, and training becomes a crucial facilitating step in achieving that goal.   Modern employees trade off usable skills versus the sparsity of a job-for-life: In (comparatively) recent industries like the tech sector, the idea of a job-for-life is once a quaint and unevolved concept (source), but that culture and vein has crept quickly wideness the unshortened employment market. People no longer finger the security of a well-defined, long-term position that will last them to retirement. Modern workers have compensated for this minutiae by stook skills and competencies that have a sale value in the marketplace. The commonest misinterpretation of this fact is that all employees are constantly on the lookout for greener pastures to which they can decamp at a moment’s notice (our previous sources requite lie to that idea); the fact of the matter is that it has wilt a necessary preoccupation for modern workers. In lieu of the security that previous generations have enjoyed, they have to be flexible and competent in potentially quite a wide range of disciplines. For largest or worse, this is what security ways to a modern worker.   People are less productive when they’re not happy: Maybe this is obvious to you, maybe it’s not, but it’s now theoretically a verified fact (source). Workers are on stereotype 12% increasingly productive when they’re happy. There are lots of factors in a workplace that can influence this, but undoubtedly one of them is having the security I spoke of in the last bullet-point. Also, competence is a key factor. People, as a unstipulated rule, want to finger that they are worldly-wise to do their job and are pulling their weight (case in point here). People want to finger valued, challenged and useful, and training is a very constructive way to succeed that. Employees who have a well-spoken path to train, cross-train and request training of interest to them are employees who are engaged with their work and displaying an interest in and dedication to stuff as constructive as they can be (source). You want these kind of employees in your organisation, considering ultimately, your organisation is only as good as the people who populate it (source).   These are three golden rules to withstand in mind when unescapable employee retention. However you write them, for the good of your merchantry and your marrow line, they must be addressed. 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