Tag Archives: training

Employee Training & Development


Employee training is the process of providing learning opportunities for employees to improve current job performance or prepare for imminent job promotion, enhancement, or enlargement. By contrast, employee development is the process of investing in employees’ future career and long-term life skills.

In both training and developing employees, it is important to maintain a culture of organizational support, employee job satisfaction, and internal career advancement opportunities.

I use my training and experience as a Yellow, Green and Black Belt in Six Sigma to Define, Measure, and Analyze your organization’s current employee training and development processes; and within just one week, offer Improvements and Controls for your future employee training and development processes.

Contact me via linkedin for more information.

© 2013, Dr. Phil Bryant

Dr. Bryant is an Assistant Professor of Management at Columbus State University and co-author of Managing Employee Turnover.

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An Excerpt from Managing Employee Turnover


Following is an excerpt from Managing Employee Turnover, co-authored with David Allen and published earlier this year. The principle below: “Tying Training and Development to Tenure Can Reduce Turnover“, is just 1 of 24 specific principles we discuss and provide strategies for implementation in our book. Enjoy the brief excerpt and please provide input, comments, etc.

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Principle 3: Tying Training and Development to Tenure Can Reduce Turnover
The Research Evidence

Although offering job specific training that increases skills and internal mobility without increasing external mobility is advisable, it is not always doable. When general skills and abilities will be the outcomes, it is wise to tie training and development opportunities to tenure requirements.

As noted earlier, we once worked with a firm on a project that reduced turnover by over 80%. We accomplished this primarily through tying training opportunities to tenure requirements. In researching the turnover problem we found that most of the turnover was within the first 90 days. So we spread what was originally one week of job training over a 6-month period. Employees received basic training within the first week. This allowed them to gain proficiency in the basics of the job. After 90 days on the job and if performance was satisfactory, employees were given the second round of training. This second round of training allowed the employees to be able to handle increased responsibility, along with which came a small increase in pay. Finally, after 180 days on the job and continued satisfactory job performance, employees were given the final round of training, which allowed them to carry out all of the duties of the job. And, you guessed it, successful completion of this training came with another slight increase in pay. This training program resulted in lower turnover because it had the multiple advantages of being job specific training tied to tenure requirements and opportunities for rapid career advancement and pay increases.

Getting Started with Tying Training and Development with Tenure Requirements

Remember to try to make training and development opportunities specific to your organization. When you cannot, tie training and…

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Copyright © Business Expert Press, 2012

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The Training – Turnover Paradox


High performing and high potential employees want career adaptability and development opportunities, but managers often fear that training employees is no more than preparing them to work for the competitor. A paradox – yes.

Yet, there is an even greater training-turnover paradox. Career adaptability (the readiness to change with the changes of one’s work and career) is positively correlated with both organizational commitment and intention to quit. How can career adaptability correlate positively with both organizational commitment and intention to quit? The answer is advancement opportunities.

Advancement opportunities moderate whether career adaptability leads to an employee’s commitment to the organization or intention to quit the organization. (A moderator is a variable that changes the relationship between two other variables. One crude example often given of a moderator is alcohol. Isn’t it funny how women [or men] at a bar tend to get more attractive as the night progresses – thanks to the effects of alcohol?)

The take-away? Drink less alcohol? Maybe.

The take-away for managers? Provide strong training and development opportunities for your high performing and high potential employees, coupled with internal career advancement opportunities.

More on this and other employee retention strategies in my 2012 book, Managing Employee Turnover.

© Dr. Phil Bryant

Dr. Bryant is an Assistant Professor of Management at Columbus State University and co-author of Managing Employee Turnover.

References

Grossman, R.J. (2011) The care and feeding of hig potential employees. HR Magazine, August: 2011, 34-39.

Ito, J.K., & Brotheridge, C.M. (2005) Does supporting employees’ career adaptability lead to commitment, turnover, or both? Human Resource Management, 44:1, 5-19.

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