Increasing staff retention through career development

Often mangers use the word training and career development interchangeably (Gomez- Mejia, Balkin, & Cardy, 2012). Research has demonstrated that employees often, associate the word training with disciplinary action for not completing work assignment to the standards of the company (Gomez- Mejia, Balkin, & Cardy, 2012). Training is viewed as short- term education (Gomez- Mejia, Balkin, & Cardy, 2012). In comparison research reveals that the word career development is viewed by employees to be a long-term commitment, by the organization in educating employees for future roles, within the company (Gomez- Mejia, Balkin, & Cardy, 2012). Studies have shown that a company’s commitment in career development, increases profit and decrease staff turnover (Gomez- Mejia, Balkin, & Cardy, 2012). With the average cost of

 $ 1,100, dollars per employee yearly for education, a manager must be certain the investment is creating value for the organization (Gomez- Mejia, Balkin, & Cardy, 2012). This requires the manager to create individual plans for each staff member to include training, that helps build immediate skill needed, improves any deficiencies; as well as career development that trains a employee for the business needs in the future (Gomez- Mejia, Balkin, & Cardy, 2012).

     The most important assets of a company are the people. Staff is what creates the product and profit for the company (Honore, 2009). The bottom line of a company is greatly affected by the happiness of the employees in an organization (Honore, 2009). Research shows that most employees do not feel trust, loyalty and valued by the leadership in the organizations they work (Aitvan & Gupta, 2012). This disconnects between the staff and leadership is hurting the greatest investment of the company, the people within it (Aitvan & Gupta, 2012).  Studies have demonstrated that employees are more productive, loyal, engaged and motivate in organization that allow them to grow as individuals (Honore, 2009). Engaged employees are also more responsive to training regulation and instruction by leadership, to correct deficiencies in immediate performance, if the company has show the value them with long-term career development (Honore, 2009). Motivation is directed desire, to behave in a certain way and the action required to do it (Honore, 2009). Studies indicate that career development make employees feel secure, valued and respected in an organization   (Honore, 2009).  If a manager wants to direct the behavior of subordinates in a positive way, engage in their development within the company (Honore, 2009). Management should communication with each employee to determine what they believe their future, as well as current education needs may be. People want to feel wanted and that their work is meaningful, this can only occur with leadership that is focused on people as individuals and their personal development needs (Honore, 2009). If you want to create a great company, begin by creating great people (Honore, 2009).

     Research has also show that engaged satisfied employees, stay with organizations (Honore, 2009). The retention of skilled, productive staff increases profits for a company, by cutting the cost of re-training and the hiring of future leaders, if they are created within the organization (Honore, 2009). Studies have also proven that the more money that is spent on educating employees, the greater profit increases seen for a company (Honore, 2009).

     Companies are more than just ways to generate money. Great leaders understand that a truly valuable business is a cornerstone of their community. People rely on employment to provide for their families basic needs and many time health as well. The services provided by the business are important to both the internal and external customer. It is the work of the leader to create a vision that is greater than a product and brings meaning behind the work being performed. As Christian leaders we must be fully aware that the work being done on this earth is for all of God’s children, to help provide for their needs while on their journey to their heavenly home. “Whatever you do work heartily, as for the Lord, not for men” (Colossians, 3:23).

References

Aityan, S. K., & Gupta, T. K. P. (2012). Challenges of employee loyalty in corporate America. Business and Economics Journal, 2012, 1-13. Retrieved from http://search.proquest.com/docview/1435589612?accountid=12085

Gomez- Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2012). Managing Human Resources (7 th

ed.). Upper Saddle River, NJ: Pearson Education.

Honore, J. (2009, August). Employee motivation. Consortium Journal of Hospitality & Tourism

 

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