Why effective training can help win the war for talent

Jo Causon

Director of Marketing & Corporate Affairs
Chartered Management Institute

Utilising training schemes can make the difference between those organisations that recruit and retain the best and most talented staff and those that struggle to keep these valuable employees productive and motivated.
Offering the opportunity to develop new skills and competencies is a valuable tool in the war for talent. Studies by the Chartered Management Institute (CMI) have found that although pay is still an important factor affecting an individual’s decision to accept or reject a job offer, the chance to learn new skills is also highly influential. Training and development is increasingly seen as a valuable benefit within the overall remuneration package. Utilising training schemes can make the difference between those organisations that recruit and retain the best and most talented staff and those that struggle to keep these valuable employees productive and motivated. 

The CMI’s research suggests that for an increasing number of people it is the long term of prospects of a position, rather than the lure of an immediate salary increase that is of chief concern when considering a job offer. 

The lack of career opportunities and training schemes within many UK organisations is causing HR departments across the country to experience problems with recruitment and retention. With this in mind, perhaps it is the role of HR professionals to position more effectively the benefits of investing in training programmes within their organisations, not only to ensure staff perform effectively, but as a means to keep managers interested and involved within their specific job roles. Alongside other tangible benefits such as flexible working hours, the offer of effective training and development programmes will make a difference to HR and personnel divisions attempting to fill vacancies with quality candidates. 

Recognising the need for effective, ongoing training demonstrates an organisation’s commitment to professionalism and a dedication to its staff development. It gives credibility to the cliché that people are an organisation’s most important asset. However, to be successful, training and development programmes should be tailored to both the strategic needs of the organisation and the personal goals of the individual. Without this alignment, any training scheme is unlikely to be effective.  

To help this alignment, all training and development programmes should be measured as part of an organisation’s Human Capital Management (HCM) policy. Applying formal measures to a learning programme is not only useful in proving its value, but will show how it aligns to the overall corporate strategy and has a positive affect on productivity. These measures should, however, be dynamic in order to show the true value of training. Continually revisiting how specific programmes are assessed and calculating their worth to the business will ensure that future spending on these schemes gives a good return on investment.   

The acknowledgement of how important training and development is to career progression is leading employees to take increased responsibility for their own development. Looking specifically at managers, there is a marked correlation between what makes a good manager and job-related qualifications – almost 23% of line managers reported that they have initiated their own training and development in relation to a job or a career change. As HR enjoys an increasingly important role in the boardroom, it can capitalise on this growing trend.  

Despite their determination to engage in continuous professional development, the Institute's research also showed that many managers are dissatisfied with the amount of training offered by their organisation. Schemes such as job rotation, voluntary or community work and secondment to other organisations are routes to develop managers. Alternatively, participation in seminars and conferences, specific project management and informal mentoring programmes also provide popular choices. 
The research also showed that more junior managers were seeking to be stretched and would welcome the challenge of special assignments or joining business improvement teams. Junior staff should have equal access to learning opportunities within the workplace through such activities as cross-functional working, project management and action learning.  

Clearly, there is need for a more proactive approach from organisations when it comes to training and development programmes if they are going to both retain talented staff and address the UK skills shortage. HR and personnel departments are well placed to initiate this change and improve the productivity of UK businesses. 

Organisational training and learning programmes have attained a double value. Traditionally strategic instruments designed to drive the standards and professionalism of a company, these programmes are now highly sought after by the individual as a means of self advancement and career progression. In order to retain highly committed and talented staff, especially in organisations with flatter structures, investment should be made into providing opportunities for developing new skills that will enable personal progression.