Ni Aug09 PG14-15.PASSED:NOV_08_p.6-13_News_legal.qxd 23/07/2009 09:22 Page 14
Ni Education
Can’t get the staff?
Why training is a long term investment that doesn’t have to
break the bank
In what is reported to be the worst recession since the 1930’s there have been
some shock exits on the high street this year - for Woolworths it was the final
nail in the coffin and caused gasps of disbelief in households up and down the
country. With banks refusing to lend and consumers swamped by debt, retail
has faced some of its toughest times since records began.
The Nursery Industry is, however, more recession resistant than most.
Mothercare is a case in point: it has just reported a 9.4% rise in group sales,
driven by demand for summer stock and higher internet sales. While news like
this bodes well for the baby products market as a whole, retailers should
beware of becoming complacent. While independent retailers are renowned
for their product knowledge and customer care, in times like these they must
work even harder at it just to keep people spending.
The problem
Back in July 2008, Personnel Today surveyed 120 training and development
managers and found that 44% expected budgets to remain stable, while just
2% expected an increase. Poll organiser Common Purpose, which specialises in
leadership development training, quoted one respondent as saying: "If you
want to cut a leg off your organisation for short-term gain, cut back on
training. If you want your organisation to continue to flourish during an
economic cut-back, maintain training standards and levels."
Sadly however, many UK businesses are refusing to listen. The demand for
training professionals has plunged as training budgets have been slashed –
that’s according to trade magazine Recruiter. Michael Bolger, managing director
at Badger Associates, said: “The side that has taken the biggest knock is
without doubt training. In a recession, training is always the first thing to go
and it is no different this time.”
The solution? Nursery Industry caught up with Natalie Adams, a
Regional Learning and Development Officer for a large high street
retailer to find out more…
In successful retailers, the Learning and Development strategy is always closely
aligned with the overall strategy or business plan for the year. Identifying six
monthly and yearly goals, we tailor our training to suit the needs of the store
and its employees. Fully customisable, the programme is made up of levels 1 –
8. Level 1 is the programme for sales advisors, Level 2 for those stepping into
management. We engage our employees from the first day by making them
feel part of this bigger programme.
Initially an employee is given training in basic customer service – how to look
after the fitting rooms, the tills and be a good team member. All training is
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