Sep 14

Learning And Development



learning and development

Counting The Cost Of Recruitment Learning and Development In The Recession

What action can you take to ensure that you hold onto your staff and keep your recruitment costs as low as possible? Estimates vary, but to replace a solicitor the total expense in terms of recruitment, lost man hours of the outgoing staff and the training of the incoming member, can exceed £100,000.

The Chartered Institute of Personnel and Development has completed their 2009 Annual Survey of Recruitment, Retention and Turnover and it has identified some interesting trends.

Although there has been a significant reduction in the number of vacancies available, organisations are still reporting recruitment difficulties and the key reason for these difficulties are the lack of necessary specialist skills.

Learning and Development becomes even more important, as three quarters of organisations questioned said they were identifying internal staff and providing training to allow these staff to fill those posts.

This becomes even more important when you identify that the average cost per employee to fill a vacancy is £4,000, which rises to £6,125 when also calculating the associated labour turnover costs.

So why should you invest in training and development during the recession?

Whilst movement in the labour market during a recession invariably falls, employee retention is still a huge problem, with nearly 70% of organisations having issues retaining their staff. The most common method of increasing staff loyalty and therefore increasing retention is by offering Learning and Development opportunities.

37% of leavers state a lack of development opportunities as the reason for leaving the organisation, with only promotion outside of the organisation and change of career being above as a reason for leaving.

So in order to retain your staff both in and out of recession you should ensure you develop them and ensure they are maximising their potential in your business.

The Government is offering small and medium sized businesses a grant of up to £1,500 to fund learning and development. You can take advantage of this scheme and it does not take a lot of time to access the grant (less than an hour can be enough). There are obviously criteria you need to meet to obtain the grant, but these are easily explained by the advisor who comes to visit you. You can arrange a visit with an advisor at http://www.traintogain.gov.uk to see if you are eligible.

In short, it is vital to continue on with learning and development through the recession as it can mean that your business is successful and rides the storm. After all, your staff are your most important resource and without them you wouldn’t have a business.

About the Author

For more information and a training newsletter with course details, visit MASS Training for all of your Legal Training needs .
MASS Training provide cost effective, practical and interactive Personal Injury Courses.
Nick Jervis is a Solicitor (non-practising) and a Legal Marketing Consultant for Solicitors and Legal Businesses in The UK and a Director of Samson Consulting.

Learning and Development


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June 1940. The Italians declared war on the British. Completely unprepared for war, the British had only 35,000 troops to defend Egypt. Opposing them, the Italian army in Libya numbered at least 215,000; in East Africa, the Italians could muster another 200,000 men against a meager 19,000 British and commonwealth troops positioned in the Sudan and East Africa. Out-numbered and unlikely to receive sizable reinforcements of men or desperately needed supplies, it is surprising that the British survived. But they did. How? They got creative. Under the leadership of General Archibald P. Wavell, the commander-in-chief of the Middle East, the British set out to greatly exaggerate the size of their forces, supply levels, and state of battle readiness. When their deceitful charades proved successful, Wavell turned trickery into a profession and created an entirely new agency dedicated to carrying out deception. A” Force: The Origins of British Military Deception during the Second World War looks at how and why the British first employed deception in WWII. More specifically, it traces the development of the “A” Force organization – the first British organization to practice both tactical and strategic deception in the field. Formed in Cairo in 1941, “A” Force was headed by an unconventional colonel named Dudley Wrangel Clarke. Because there was no precedent for Clarke’s “A” Force, it truly functioned on a trial-and-error basis. The learning curve was steep, but Clarke was up for the challenge. By the Battle of El Alamein, British deception had reach maturity. Moreover, it was there that the deceptionists established the deception blueprint later used by the London planners used to plan and execute Operation Bodyguard, the campaign to conceal Allied intentions regarding the well-known D-day landing at Normandy. In contrast to earlier deception histories that have tended to focus on Britain’s later deception coups (Bodyguard), thus giving the impression that London masterminde

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