CFO: What if we train them and they leave?

CEO: What if we don't train them and they stay?

Whose role is it to develop skills? Should organizations invest in employee development or is that best left to the individual employees to enhance their own capabilities?

For a long time the issue of employee development has been topical in many organizations. Most organizations, at one point or the other, have had a Training and Development function whose sole purpose was to develop employee skills. The performance and longevity of the Training and Development function has had mixed fortunes in Zimbabwe and continues to face serious operational challenges. Whereas Human Resources professionals push for organizational investment into employee capability development, some Executives have not been so keen. Our experience shows that with many organizations in Zimbabwe Training and Development is one of the very first casualties of poor financial performance or difficult economic conditions.

The case for skills development has been made and accepted by most stakeholders. The issue is more about who has the primary responsibility for the development of such skills. Scholars and management experts have defined employee development as a continual process where the employee, with the active support of his/her employer, undergoes various training programs in order to enhance his/her knowledge and skills. From a human capital perspective, the intangible assets of an organization as represented by the collective knowledge, skills, attributes and talents of employees have to be progressively developed and strategically employed in order for the organization to realize economic value. Employee development is a continual process – the rate of innovation and changes in technology within the business operating environment make it mandatory that capabilities have to be adapted and enhanced in order to achieve organizational efficiency and effectiveness. Business sustainability can only be achieved through the continual growth and development of the human capital because without knowledge, skills and talent even the best technology in the world would not function.

According to the Gallup Q12 Report, employee development is a key determinant of three dimensions that drive organizational effectiveness, viz:

• Employee retention
• Employee productivity
• Overall employee engagement

Many of our own local Employee Engagement surveys in Zimbabwe have also shown time and again that employees tend to express higher levels of commitment to those organizations where they feel growth and development.

The goal of employee development programmes and initiatives is primarily to improve employee proficiency levels thereby improving organizational efficiency and effectiveness. This means that both the employer and the employee have an intrinsic interest in employee capability development. For the individual, employee development initiatives increase the individual’s impact in the organization – the value of the employee to the organization increases. For the organization this is about improving employee productivity – when talent and competencies are nurtured, developed and appropriately employed in the organization, it leads to superior business performance.

Employees are not just recipients of development initiatives – they have an important proactive role of keeping themselves abreast with the latest developments, knowledge and skills sets that enhance their own competitiveness. Upgrading one’s competencies is essential for continued relevance in the ever-changing business environment. When an employee enhances their competencies, they become more valuable to the business and more indispensable. Employees also have an obligation to take any development initiatives seriously – ensuring that they get the most value out of it.

For organizations, the lack of employee development programmes and initiatives is too risky. The risks could range from poor customer service, loss of customers, poor workmanship as well safety issues – these risks impact on the mission of the organization itself thereby threatening business viability. It is therefore mandatory that organizations put in place policies, frameworks and platforms for employee development. Organizations need to create a total learning system supported by the appropriate culture to ensure that the capabilities are continuously enhanced. When done properly employee development makes employees better at their jobs, creates a consistent learning culture, attracts new talent and retains critical skills.

Employee development can be both formal and/or informal – it includes a whole spectrum of initiatives from attending courses, taking classes, learning groups, coaching and mentoring. It is also about giving employees the platforms to be creative, to apply learned concepts and methods and to make “new mistakes”. These employee development programmes and initiatives enhance the organization’s ability to learn and adapt.

When employee capability is enhanced, the quality of input or contribution of that employee to the organization also improves. It is therefore in the interest of the organization to develop the capabilities of their employees. Whatever form it takes, evidence has shown that both organizations and individuals that actively participate in employee development are more successful. Sustainable organizations are learning organizations – through continuous learning they have adapted and transformed themselves to the dynamism of the business operating environment.

Emmanuel Jinda is the Managing Consultant of PROSERVE Consulting Group, a leading supplier of Professional Human Resources and Management services locally, regionally and internationally. He can be contacted at This email address is being protected from spambots. You need JavaScript enabled to view it.tel: 263 773004143 or 263 4 772778