Regular Training as a Way of Reducing Employee Turnover It is important to note, from the onset, that as Taylor and Stern (2009) point out, “turnover produces innumerable problems for organizations” (p. 5). The relevance of bringing down the rate of employee turnover cannot therefore be being overstated. This is more so the case given the costs associated with a high employee turnover rate. In the words of Choi and Dickson (2009), “it has been well documented that employee turnover involves a significant cost for the business” (p. 105). While there are various other ways that have been explored and seen to be successful, there is no holy grail when it comes to retaining employees and ensuring they do not quit in search of better prospects. I would, therefore, propose that we embrace a cocktail of strategies to reduce employee turnover. Employee turnover, as Choi and Dickson (2009) point out, has an undeniable effect on not only the productivity, but also the financial performance of a company.

Currently, as you are aware, the organization makes extensive use of a flexible schedule system and a competitive salary and benefits scheme to enhance employee retention. I would propose that the organization starts making use of regular training as a way of reducing employee turnover. On this front, training would be focused on equipping employees with pertinent skills to enable them perform better in their respective work stations. For instance, the company could organize for those working in the accounting department to attend seminars and conferences that seek to offer insight on the latest accounting standards, regulations, etc. Supervisors, on the other hand, could be taken for management courses that focus on further enhancing their supervisory and employee management skills. Training could be provided on-site or of-site, and in the form of workshops, conferences, webinars, etc. Studies done in the past have clearly indicated that not only does regular training increase the productivity of employees, but it also keeps employees motivated and satisfied. In a study titled, the impact of employee training and innovation on turnover intention: an empirical research, it was found that “extensive training and training in multiple functions can be used as a tool for decreasing high turnover rates” (Kasen, 2016, p. 182).

Please note that to reap maximum benefits, employee training should not be made mandatory as this could make employees develop some resistance to the said efforts. Instead, the organization should seek to link employee training to the personal as well as professional goals and aims of employees, and then present the said training in such a way that it also meets organizational mission...

This organization puts great emphasis on the hiring of qualified and capable staff. Such individuals are in most cases self-driven and ambitious. Continuing their professional development, hence, comes naturally to them. The organization should, therefore, not overly rely on the flexible schedule system and competitive salary and benefits scheme it has in place as a way of retaining the current breed of qualified staff it has on board. Inadequate training could be a sure way of motivating progressive and ambitious employees to seek greener pastures, where a clear path towards professional development is provided. In essence, the abilities and skills of a worker “influence the worker’s productivity for the organization…” (Swanson and Holton, 2009, p. 323). It is with this in mind that I present my argument that in addition to promoting a high rate of employee turnover, failure to provide regular training to employees promotes poor performance and invites stagnation. Productivity falters in “companies where turnover predominates…” (Taylor and Stern, 2009 p. 4).
I would recommend that the organization formulates a plan on the training and development of employees. Such a plan should include a number of items such as, but not limited to, how to identify training needs, whom and when to train, resource availability, and the role of management in the adoption of a culture of continuous learning.

Annotated Bibliography

Choi, Y. & Dickson, D.R. (2009). A Case Study into the Benefits of Management Training Programs: Impacts on Hotel Employee Turnover and Satisfaction Level. Journal of Human Resources in Hospitality & Tourism, 9(1), 103-116

How relevant are training programs in an organizational setting? This is the question this particular case study seeks to answer. From the onset, the authors point out that HR professionals have largely been in the dark over the effectiveness of some HR programs such as employee training initiatives – arguing that the ROI of some of these programs remains unknown. In the present article, they attempt to measure the effect of training over a specified period of time, in a small lodging entity. This case study came in handy as I sought to connect training to enhanced employee motivation. The latter has been linked to a higher likelihood of employees staying with their current employer.

Kesen, M. (2016). The Impact of Employee Training and Innovation on Turnover Intention: An Empirical Research. The International Journal of Academic Research in Business and Social Sciences, 6(1), 174-185.

The International Journal of Academic Research in Business and Social Sciences is a respected…