Keeping the investment.
WHAT THE CONCERN IS
Training people who then leave.
WHY IT IS A POOR REASON NOT TO TRAIN
Untrained people who stay are worse.
WHAT ACTUALLY DRIVES DEPARTURE
Pay well below alternatives No advancement Poor management Work with no meaning Being undervalued
WHAT DOES NOT DRIVE IT
Having been trained.
WHY THAT MATTERS
Training is frequently blamed for departures caused by something else.
WHAT DEVELOPMENT ACTUALLY DOES
Increases retention, in most cases.
WHY
People stay where they are growing.
WHAT TO PAIR TRAINING WITH
Opportunity to use it Recognition Pay that reflects increased capability
WHY PAY SPECIFICALLY
Someone newly certified and unpaid for it is being prepared for the market.
WHAT TO ESTABLISH
What increased capability is worth, and adjust.
WHAT TO AVOID
Bonding arrangements that trap people.
WHY
They produce resentment and they are frequently unenforceable.
WHAT TO CONSIDER INSTEAD
Being somewhere people want to remain.
WHAT TO DO ABOUT PEOPLE WHO LEAVE
Part well.
WHY
They refer others, and some return.
WHAT TO ASK WHEN THEY GO
Why, honestly.
WHAT TO ACT ON
Patterns across departures.
WHAT TO ACCEPT
That some departures are appropriate and unavoidable.
WHAT TO PROTECT
The knowledge, before they go.
