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Answer Upon - Clawing Back Training Costs
Man-1: I came here for a good argument! Man-2: Ah, no you didn't, you came here for an argument! Man-1: An argument isn't just contradiction. Man-2: Well, it CAN be! Man-1: No it can't! An argument is a connected series of statements intended to establish a proposition.
This is exactly the sort of behaviour that will make the trainee feel undervalued, distrusted and used. This is precisely the behaviour that will cause the trainee to leave.
By setting all the conditions that are intended to stop the train
The world sure has changed in the last two-decades hasn’t it? When I started out in business, there were no cell phones, fax machines, computers, etc. And I am not that old, having just retired at age 40. Indeed, in the better part of two-decades everything changed. And it is still changing and movin
An estimated 85% of people leave their employment because of what has been done to them by management.
When you invest in training for the workforce you are sending a message that tells them they are valuable and that you believe they can be more valuable through the training that they are being given and the investment the organisation is prepared to make in the individual.
This makes the trainee feel good and special.
The trainee enters the training proud that the company should think this and is determined to show them that their faith was not misplaced by using the training to give the organisation a return for their investment.
More commonly, the trainee is selected for a course that they have not asked for and are told to go on, with these rules attached. There follows a whole host of conditions attached to the training, such as have been discussed in this forum, that send an entirely different message to the trainee.
The management need the training to be carried out but they resent having to give it to the individual selected. The host of conditions send a message to the trainee that says the organisation does not trust him and that they will take the first opportunity they can to rip his heart out if he ever thinks of leaving the organisation.
This is exactly the sort of behaviour that will make the trainee feel undervalued, distrusted and used. This is precisely the behaviour that will cause the trainee to leave.
By setting all the conditions that are intended to stop the train
Two years ago Jeff was a discontented software developer. His work left him frustrated and mentally drained each day. His performance reviews were generally positive, but always noted a lack of genuine interest or motivation. He agreed completely with these reviews. Following a specific aptitude
This makes the trainee feel good and special.
The trainee enters the training proud that the company should think this and is determined to show them that their faith was not misplaced by using the training to give the organisation a return for their investment.
More commonly, the trainee is selected for a course that they have not asked for and are told to go on, with these rules attached. There follows a whole host of conditions attached to the training, such as have been discussed in this forum, that send an entirely different message to the trainee.
The management need the training to be carried out but they resent having to give it to the individual selected. The host of conditions send a message to the trainee that says the organisation does not trust him and that they will take the first opportunity they can to rip his heart out if he ever thinks of leaving the organisation.
This is exactly the sort of behaviour that will make the trainee feel undervalued, distrusted and used. This is precisely the behaviour that will cause the trainee to leave.
By setting all the conditions that are intended to stop the train
Success is not always something you necessarily find when you arrive. It may be the journey that gets you there.It seems as though people make career management more difficult than it has to be. When something threatens to make it simple, they almost invariably find a way to ma
More commonly, the trainee is selected for a course that they have not asked for and are told to go on, with these rules attached. There follows a whole host of conditions attached to the training, such as have been discussed in this forum, that send an entirely different message to the trainee.
The management need the training to be carried out but they resent having to give it to the individual selected. The host of conditions send a message to the trainee that says the organisation does not trust him and that they will take the first opportunity they can to rip his heart out if he ever thinks of leaving the organisation.
This is exactly the sort of behaviour that will make the trainee feel undervalued, distrusted and used. This is precisely the behaviour that will cause the trainee to leave.
By setting all the conditions that are intended to stop the train
Financial asset management is a great tool, that is used to manage a companies, investments, available cash flow, and its liabilities. This type of asset management is very complex, and requires the assistance of highly qualified professionals to obtain the best results.Most companies tend to
The management need the training to be carried out but they resent having to give it to the individual selected. The host of conditions send a message to the trainee that says the organisation does not trust him and that they will take the first opportunity they can to rip his heart out if he ever thinks of leaving the organisation.
This is exactly the sort of behaviour that will make the trainee feel undervalued, distrusted and used. This is precisely the behaviour that will cause the trainee to leave.
By setting all the conditions that are intended to stop the train
Have you ever walked into a business establishment and been immediately struck by a negative, tense atmosphere? Sure you have! And did you do what most of us do? Stand there in the hopes of getting someone's attention - shifting from foot to foot and clearing your throat only to be met with a ston
This is exactly the sort of behaviour that will make the trainee feel undervalued, distrusted and used. This is precisely the behaviour that will cause the trainee to leave.
By setting all the conditions that are intended to stop the trainee from leaving the company the management are actually creating the conditions that make it almost inevitable that their trainees will leave.
The answer is easy to do and it involves a transformation in the way that management treat the workforce. As we mentioned earlier, creating the rules that attempt to clawback training costs are only one of the things that management do that cause the workforce to want to leave.
Wanting to clawback training costs is only one symptom of the lack of understanding of what they workforce really need to perform.
Respect, trust and support.
We are entering a new world in which these are the new managers most powerful tools.
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