Training & Development 2. The “threat” scenario
If the above (it’s free) reason fails, you can always use the “if we don’t approach” this involves stating what might happen if a key member of staff were to leave and that skills gap became vacant.
3. The “money saving” scenario
The argument here would be it’s an investment to help keep staff and means we won’t have to pay contractors in future. It costs a lot of time and money to replace staff (interviews, adverts etc.), so keeping good staff happy and motivated can be a smart move. Also, some training can actually save money, e.g. getting someone trained in heath and safety might save a lot of money buying in consultants to do risk assessments etc. each year.
4. The “Conditional” scenario
This is where we put conditions on the training e.g. has a claw back contract if they leave after the training. This will help show that the money will not be wasted and is in fact an investment by both sides.
Making the need for training clear
A good way of doing this is to have self development plans for all staff based on their job role. These can be submitted to management as a training plan for the team. Management can then see your reasons for the training being proposed, and what impact it will have if the training takes place or does not take place. If we look at the training plan below you can see how this might work.
Keeping staff after training
Employers often state that, “once we’ve trained them our staff leave us”. This, indeed, is a risk, but we can look at that later. These employers are more than happy, at the same time, to poach a replacement member of staff from a nearby club (who has been trained at that club’s expense), therefore, what goes around comes around. The end statement is the industry benefits as a whole from training and would be much the poorer if it were to reduce. Ask
Training need Reason PA1 and 2
“The employer should really be looking at why staff leave when they finish their training”
yourself why British greenkeepers are in demand around the world.
The employer should really be looking at why staff leave when they finish their training. It could just be they have wanted to go for a long time, but just needed the right ticket. Let’s face facts, if someone offers you a better job with better prospects, you would most likely take it, so why do you find it hard to understand it when your staff do the same? The issue is, what should you be doing to keep them after training?
Amongst the top three main reasons why staff leave are:
1. Financial
This is the hardest to deal with if budgets are tight - is there a possibility of benefits in kind, such as free meals, club membership etc. that might be provided?
2. Job satisfaction
Over the years, I have seen many greenkeepers complete level 3 and yet still not be given much responsibility or further training and development afterwards. They, therefore, get bored of the work they are doing and begin to seek out a new challenge by applying for a job elsewhere. By varying their work, and providing opportunities to build new skills, a good employer can give staff greater job satisfaction and enjoyment, so they feel less of a need to seek out pastures new.
How will it be achieved
of staff holds PA2 which in January, cost £400. Plus could be a problem if he in house training with current were to leave
Only one other member Training at Anyplace college
spray technician to ensure college training is made best use of, and Fred passes the test
Mower grinding So Fred can use a grinder. Two days training with deputy February 28th 2012 March 30th 2012 The club is looking to
purchase a second hand on their grinding machine. grinder to save the cost of This has been agreed for free sending units away to be in return for them using our ground
pedestrian auto seeder for two days
To take control Fred is very talented at this Fred will plan and manage the March 30th 2012 of staff for
renovation of bunkers on 5th Green
work and it will help him work on the bunkers on the 5th develop his man
management skills ready for level 3 planned for next year
management and project March 30th 2012 Head GK at nearby golf club 3. Increased self value
Internal promotion can be a big morale booster. Sometimes, a small pay increase with a new job title can do much to re- motivate a member of staff. It gives a sense of worth, looks good on their CV etc. The classic example of this is the way local authorities, some ten years ago, started to change the titles of workers’ job roles, for example “street cleaners” became “local environmental hygiene operatives”. Needless to say, when asked to write out or discuss their profession many prefer their new title.
Claw back options
Many employers try to avoid losing staff after training by agreeing partnership option. This is a contract with the staff that states, if they leave within a certain time period, they will have the cost of training taken from their final salary payment, and this is normally done on a sliding scale:
- if they leave within six months, they pay it all back
- if they leave within one year, 50% is paid back
- if they leave within eighteen months, 25% is paid back
- if they leave after two years, nothing is paid back
In effect, this can be a very fair method to employ as it sets out a commitment to the individual based on a mutual understanding that the money is both for their benefit as well as the organisations. However, staff will go once the payback period is over if job satisfaction issues are still a problem.
A Final word
Training costs in time and money but is essential to the lifeblood of any organisation. As Her Majesty Queen Elizabeth II once said “It’s all to do with the training: you can do a lot if you’re properly trained.”
Oaklands College is a GTC Approved Provider for Greenkeeper Education.
Date to be completed Review date January 31st 2012
February 28th 2012
FEBRUARY/MARCH 2012 PC 127
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