To Train or Not To Train

Friday, November 01, 2013

 

This must be another age-old question every organization has faced.  Does an organization train its employees and face the possibility those employees will leave or does an organization NOT train its employees and face the possibility those employees will leave?  Either way, the organization could be faced with the loss of talent.  Yes, it is possible that whether you train or not, employees might choose to exit the organization and that is the chance every employer takes.  While there are no guarantees in life or for that matter, business; the bonds between the organization and its top talent must be based on more than a paycheck or the availability of training.  “… rewards create a stronger emotional bond between employees and the company.”

 

Training is an investment.  Like any investment, the investor expects, demands a return.  As with any investment, there is a risk the expected rate of return will or will not materialize.  If the only bond between the employee and their organization is a paycheck, the likelihood of the employee’s continued retention is small.  The employee has to “desire” to remain with the organization.  The value of that “desire” is complex and multidimensional.  Cash compensation is certainly part of the equitation, but so are employee benefits, as is non-cash recognition, the organization’s brand, peer relationships, managers, organizational leaders and their agenda.

 

Training is a multiplier.  Just as capital investment in new equipment, systems or an organizational acquisition can leverage an employer’s ability to compete, so can training.  While training on a new Customer Relationship Management system (CRM) is required for all Customer Service Representatives, leadership development should be reserved for the organization’s top performers.  Although training should never be couched in terms of punishment; training is a development tool for all levels of performance.

 

Training transfers core organizational values.  The transfer of core organizational values is essential to the sustainability of every culture, including a corporate culture.  Common core values, between the employer and employee, help to bond an employee to that organization.  As with any relationship, core values must be communicated, training provides one means of effecting that communication.  To be effective at engaging employees, training must incorporate core organizational values in all phases of its design and implementation.

 

Training is global.  It should come as no surprise to anyone that training is a global issue in retaining top talent.  While it is an over simplification, the desire for training and top talent are mutual values competitive organizations want in their global workforce.  As such training provides a means to engage a workforce that is often disconnected and out of touch with an organization’s mission.  Training is the glue that bonds together the various components which make-up a multinational employer.

 

Training is a motivator.  Training can be designed in a manner that will excite, instill focus, and direction in otherwise unguided employees.