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Training and development in the economic recession


When investing in training workers in the economic recession

When companies are struggling with economic decline, just like we are experiencing, the first instinct is to start cutting the operating budget. Farmers and Employees Need Less Resources

Business prospects for the foreseeable future show that businesses continue to reduce costs and make hard decisions to maintain survival and competitiveness. As your belts continue to tighten, you will be tempted to reduce training budgets or eliminate them all.

In my experience, one of the areas most affected by budget constraints is the training function. Training, in some cases, often thinks sometimes as a luxury or "good if" in organizations. This is a cost that you should pay when good times are, but it's a good target for elimination when bad times are over.

However, companies that establish formal training classes see the benefits of running their organization's education faculties, because they understand that training retains or increases employee performance. They know there is a science behind training and adult search engine training. In order to be effective, training should be built on loud educational planning and properly implemented. After all, the employees help the organization work. Poor performance can mean the whole performance of the organization as a whole.

Here I am arguing that if we strive to reduce our training budget to save money and expose our current economic storm is actually much more harmful than good to the core of its organization. In fact, the transfer of funding or resources through the training function and the methods of creating and transferring training can save you more money in the long run and create a sustainable business that can save any negative economic situations

. Cost of Employee Turnover for Weaker Training

Reducing employee training or the associated poor training results in higher costs for employers. These costs are due to the turnover of workers. According to Deloitte's 2010 ethics and workplace survey, one third of the employees want to leave their current job and seek another job or career as the economy gets better. The main reason why they decide to leave their current position is the result of clear and consistent communication between mistrust and their employer.

Add this poor training or lack of training opportunities where employees can enhance or improve their skills.

The Center for Workplace Excellence has compiled data that companies that are underdeveloped or poorly trained employees have a costly high turnover rate. The cost of replacing (or not replacing) lost traffic is far beyond the cost of additional investment in training.

Consider the following:

  • About 12% of employees considering providing training for a job are looking for a new job or career
  • For companies with poor quality (or gross lack) of training, employees are 41%.
  • The average cost of replacing an employee is about $ 60,000 a year for more than half of that salary – nearly $ 38,000. The national average is $ 17,000 for recording, screening, interview and onboard costs. With these numbers, it becomes apparent that these costs mean more if there are many employees who are redundancies or voluntary departure, depending on the size of the business.

    Compare this with regular continuous training efforts to maintain performance or improve your staff. The average training cost of the United States Training and Development Society (ASTD) and the Human Resource Management Society (SHRM) is between $ 1000 and $ 1100 per year. The 2003 Training Magazine estimates that training costs account for around 2.5% of employees' wages.

    From these statistics, the cost of training on a continuous basis per employee is far less than the cost of replacing employees

    Planning to improve training by tight budget

    When you have arrived to the decision to focus on training to maintain performance or in order to retain workers, there is a five-part action plan that supports current training in difficult economic conditions

    1. Part One – Communication

    Remember, according to Deloitte's 2010 Ethics and Workplace Survey, one third of Americans are planning to leave their current job to look for another employer or change a career as the economy goes higher. This is largely due to the mistrust of the employer and clear, consistent communication.

    Communication must occur at all levels of the organization, from top to bottom and from bottom to top. How will employees know what is available for personal and professional development? More importantly, do you know the benefits of dedicating time to your personal and professional development?

    Organizations responsible for training and development tasks should actively communicate the value of upper-management learning. They should also promote the benefits of training workers and encourage greater use of informal short learning opportunities. This will find learning opportunities as much as possible. Take learning outcomes and find ways to share discoveries with other parts of the organization that can benefit you.

    In other words, create a culture of learning in your body. In training circles, this is widely known as building a learning organization where learning and sharing is all the way through.

    Part 2 – Budget Reviews

    Less training budget for training managers to do less with less is still responsible for maintaining employee performance and accountability

    Optimizing training budget is the best way for all available programs overview and ranking on the current company goals. Take down or archive the programs you consider "nice" and focus your resources on training outcomes. Ideally, you want to focus on training programs that earn money or save money for the company.

    Also, change your mind on your training. The content created can be recycled or recycled in other educational modules. Keep in mind the update and the subject matter. It is not necessary to rebuild the content once it has been created. Development costs add up, and if you can reuse content, you can quickly and effectively deliver efficient training and cost savings.

    Part 3 – Leverage Available Technology

    70% of the ASTD Sector Report is the total time spent by employees in organizations for training time led by instructor-led training. E-learning or learning in virtual classrooms is another 30% of the training.

    Instructor-led training typically has a high price tag due to logistics costs. Over the past few years, tighter training budgets are becoming more and more popular with the development of technology (eg e-learning). This gives employees greater access, wider distribution and content usage. While the cost of implementing e-learning can be expensive, savings are achieved quickly with long-term benefits.

    Technology also provides cooperation opportunities. As mentioned earlier, organizations need to find informal learning opportunities and short learning to develop a learning culture. Free or inexpensive tools such as blogs and wikis allow employees to collaborate, report on discoveries, discuss ways of improving performance, or support each other in their respective efforts. best performing organizers within the organization are key to maintaining the organization's performance. The most popular performers, the best performers they do, lead to others and serve as examples. Use your knowledge and expertise to help them become coaches, coaches, or mentors in your organization. They can help them to promote the proposed informal learning work as outlined in part 1 of the 5 subprojects.

    Another way to find an existing talent management set is to find out your employees. As the economy forces the organization to dismiss employees and there is little or no lease to make up for lost jobs, the people behind them are asked to do more than their normal job role. In order to avoid burnout or leave employees, preparing for new tasks, people are attracted to other job roles to facilitate change.

    Part 5 – Link Learning Programs with Business Purposes and Goals

    Last but not least, make sure that all and every training is restrained from your business goals and goals both in the short and long term. This is true of whether an organization works under an economic recession or not. All training must be in a position to either support employees in generating revenue or reducing costs. By combining goals and goals, it gives objectives to the training program and justifies its existence.

    Conclusion

    Objective and performance-based good training allows employees to meet expectations, set business goals and goals. When the economy goes down, training is more important than ever. Infections and job creation transform new tasks and tasks to those who stay on the organization's work. This in itself calls for the evaluation of current training programs and new training needs to be met. Such times provide an opportunity for the existing workforce to continue to commit and continue to work to achieve the goals of the organization.

    Before you want to reduce your training programs, think about which training programs work and are effective for your organization. Are the planned results achieved? What kind of knowledge, skills and behaviors have the highest level of performance among employees in current training programs? More importantly, are the programs saving money or money for the company? Find ways to evaluate current training programs by measuring and quantifying the results that match your business's business goals

    Despite our economic downturns have a negative effect on our businesses, creativity and new solutions emerge somewhere ahead of the challenges ahead. One of the workouts. There are several alternative methods for presenting training that effectively and cost-effectively support your business, such as e-learning. Many of the resources available to most companies have the leverage to provide learning experiences that are constantly active and active and productive of the current recession.

    "Our people are our best tool" has become a business cliché, but in this case it is absolutely true. If you appreciate your colleagues and trusts that they will be those who help keep the organization floating and successful during these difficult economic times, they will advance as most organizations who have decided to travel another way together with cutting training programs .

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