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It is not countries or companies any more but individuals
that are on a global platform with their skills, capabilities and expertise. No
wonder it has become one of the key challenges employers face and fight today –
what gets implemented as a retention measure backfires at them: Training and
Learning
People learn and leave is the prevailing concern of most
employers. It is almost like employers are investing huge amount of money in training
their resources and making them work ready for another company or their
competition. This happens at all levels.
Companies tie up with MBA institutions
to sponsor their employee’s higher education or let them attend seminars to
enhance their depth of knowledge, who often leave for greener pastures and
higher pay.
Engage individual
If trainings are conducted to engage the individual and
equip him to do his work well and perform better, the chances are high that
training objectives will make sense to him. It does not necessarily have to be
group training – it can be a combination of knowing, coaching and mentoring as
well. If training succeeds in connecting with resources to ignite passion for
the job, half the battle is won.
Competency and
culture match
If there is no competency match, there should ideally be no
hiring. If you hire people just to close a vacancy you automatically run the
risk of losing them after hiring and training them. Perfect competency fit is not a solution
either as while little gaps can be managed with training, if there is a
mismatch with organization culture, the risk remains the same. Both the resource and the organization have to
be ready for each other for a successful take off.
Retention Measures
and Analysis
When you introduce training as a retention measure, you have
to analyze in detail if it will trigger or mitigate stability issues. Contracts
and signing bonds does not work as it is a clear reflection of the low trust
quotient companies have on their employees, which is serious disconnect in
itself.
Training is ongoing
Ideally, training should be a process and not an annual
event or monthly exercise that an employee undergoes out of compulsion and not
voluntarily to learn. It should be ongoing and with responsibility and accountability to deliver.
Involve stakeholders
The work environment has to be training friendly. Each
member and stakeholder has the support
and create an atmosphere for learning – how training can make you more capable,
how training effectiveness will be measured, how the resource can manage crisis
and critical situations after relevant training – practically anything to
create that interest in the employee’s mind to be trained.
Assess needs
Training is a strategy that can increase productivity,
reduce attrition, impact business outcomes or increase employee satisfaction however
it can fail miserably if a thorough training need analysis is not conducted
before releasing the calendar for different workshops. Assess needs of individuals, business units,
leaders and the organization to launch appropriate training programs and be
ready for the next level of progress.
Investing in human capital is not a matter of choice.
Training does not directly cause attrition, it is the associated factors with
training that needs to be viewed with a critical eye and taken care of.
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