GIVE A LITTLE, TAKE A LITTLE
Lorraine Thomas, MD of Metzger Search & Selection, discusses why employers should consider providing a clear path of career development to attract and retain the best employees.
After years of experience recruiting for the cleaning industry, I know first-hand how vibrant this sector is. There’s a variety of businesses, from owner– managed SMEs to multi-national corporate companies. It is developing into a meritocratic industry where hard work is rewarded with progression.
From the recruiter’s perspective, career development has been a key selling point across all sectors as candidates want to know that they can progress in an organisation if they commit to it. Knowing that your hard work pays off with rewards and advancement is more desirable than being overworked, undervalued and burned out.
Over time, cleaning companies have become aware that to become a preferred employer that attracts the best talent, their offerings need to include a reliable continuous professional development (CPD) programme.
TRAINING IS A JOURNEY
NOT A PIT-STOP At Metzger, we specialise in senior appointments; no matter how much experience professionals have, there is always room to learn more. Offering support with CPD programmes, flexible study or financial aid enables the meritocracy that employees seek.
In order for the cleaning industry to thrive, this ethos is best supported across the board from apprentices to
50 | TRAINING & EDUCATION
directors. This includes training on a practical, service delivery level; there are now courses that expand on the repertoire of cleaning techniques that reflect the evolving demands of the industry.
However, if companies take a multi- stranded approach that addresses not only techniques, but technology, teamwork, health, safety and environment, management skills and effective communication, they are moulding the leaders of tomorrow; these are the people that may well decide the future of the company and help it to grow.
For the leaders of today however, professional improvement doesn’t cease to be on the agenda. That might involve doing an MBA sponsored by your company, or in the case of HR professionals, CIPD qualifications. The changing face of communications, whether internally or externally, has become a greater consideration in brand management, especially when using tools such as social media. IT is an element that continues to change regularly and senior management should not be removed from understanding what systems are in use and how they impact their role, and ultimately, the company.
For those people with a long career, being allowed to take a sabbatical, with the security and trust of an employer, is another way to enable professional
development. Knowing that they can come back to work, without damage to their career, is reassuring.
Over the last decade attitudes towards recruitment, retention and added service value have changed.
Employers are beginning to realise that being proactive in employee development gives them an edge when it comes to attracting, acquiring and keeping top talent. In fact, the prospect of continuous professional development is a persuasive element during recruitment that may persuade someone to consider leaving their current role.
Employee validation might also encourage healthy in-house competition and promote a culture of excellence. This naturally raises the standard of performance as employees pursue continuous improvement. Furthermore, it helps to strengthen your company’s reputation as an organisation that cares about employees, and will attract more who want to grow with it.
Instead of just relying on knowledge being passed from the senior staff to the upcoming, training should be a structured offering, with measurable benefits. In this way, career progression is a road where you can see ahead clearly, rather than a rocky path, with an unclear destination.
www.metzger.co.uk twitter.com/TomoCleaning
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