The need to find and retain talent is becoming more urgent. Senior staff are set to retire in huge numbers, taking their experience with them and leaving critical skills gaps, leading 52% of surveyed businesses claiming they currently lack skills, or will lack them in 1-2 years.1 Meanwhile, supply chain sector research indicates that inadequate attention is being paid to succession and career planning, while industry-wide recruitment difficulties are set to worsen with low awareness of the sector amongst potential new entrants.2
That’s why leading businesses are investing in employee training, with over half of surveyed executives expecting to increase training budgets in the next two years. Rather than worry that employees will leave after a company has invested in training them, these executives understand that employees show loyalty when they feel supported. See below for details about improving key HR outcomes, or read additional benefits of hiring or training a CCLP, read the complete CITT guide for employers.
Poaching of talent is common, even more so for managerial positions. Poaching can be a big concern for employers, and some worry that training employees, or supporting them in pursuing an respected designation such as a CITT-Certified Logistics Professional (CCLP®) will only make their employees more attractive to competitors. But research shows that a deep sense of reciprocity can grow between employers who invest in training and their employees.3 HR research proves that investments in the kind of portable professional development that goes beyond company-specific training has a significant, positive impact on a range of HR outcomes including commitment and retention.3,4 In fact, it’s been shown to increase loyalty as much as 73%.4 These findings are great news for corporate leaders and HR departments, who can now confidently use training to both fill skills gaps and encourage loyalty. What’s more, clear succession plans, which can be demonstrated through training, boost retention even more as employees become aware of a clear career development path for themselves within your organization.2
With the current and impending skills gap, the prioritization of professional training and development is a business investment, not a discretionary expense. For many leading companies, it’s a pivotal strategy for ongoing survival, profitability and competitiveness. The majority of supply chain employees are between the ages of 40-59,2 so the sector is quickly adopting the idea of “Develop-able Fit”4 , a strategy in which candidates with obvious potential but with little or no industry-specific skills are recruited and then given formal, broad-based corporate training to quickly develop skilled workforces.
That training can be done with a relatively small company cost. The training investment for someone to attend a logistics or business course from CITT is just 2% the average cost of turnover in the supply chain logistics sector, and only 0.37% to maintain an employee’s CCLP designation annually.
To learn more about the CITT program of study and all the abilities-based outcomes, take a look at the CITT Abilities Guide.
1. Accenture 2013 Skills and Employment Trends Survey: Perspectives on Training: Key Findings, 2013 including Canadian data summary.
2. Canadian Supply Chain Sector Council 2012 HR Study Update.
3. Barrett A and O’Connell, "Does training generally work? The returns to in-company training". Industrial and Labour Relations Review, 54(3): 647-662, 2001, as cited in Brum, S. What Impact Does Training Have on Employee Commitment and Employee Turnover? Schmidt Labour Research Center Seminar Research Series. 2007.
4. Green, F., Felsted, A., Mayhew, K et. al. "The impact of training on labour mobility: Individ ual and firm-level evidence from Britain". British Journal of Industrial Relations, 38 (2): 261-275, 2000 as cited in Brum, S. What Impact Does Training Have on Employee Commitment and Employee Turnover? Schmidt Labour Research Center Seminar Research Series. 2007.