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However, training and development may lead to adverse outcomes if it is not strategic and goal-oriented.<ref>{{Cite book|title=Learning and development|last=Rebecca|first=Page-Tickell|isbn=9780749469894|edition= 1st|___location=London|oclc=883248797|date = 3 July 2014}}</ref> Additionally, there is a lack of consensus on the long-term outcomes of training investments;<ref name="sq">{{Cite journal |last1=Quratulain |first1=Samina |last2=Khan |first2=Abdul Karim |last3=Sabharwal |first3=Meghna |last4=Javed |first4=Basharat |date=June 2021 |title=Effect of Self-Efficacy and Instrumentality Beliefs on Training Implementation Behaviors: Testing the Moderating Effect of Organizational Climate |url=http://journals.sagepub.com/doi/10.1177/0734371X19876676 |journal=Review of Public Personnel Administration |language=en |volume=41 |issue=2 |pages=250–273 |doi=10.1177/0734371X19876676 |issn=0734-371X}}</ref> and in the public sector, managers often hold conservative views about the effectiveness of training.<ref name="cac" />
== How does training assist in retaining employees? ==
Training plays a crucial role in retaining employees for several reasons, including skill development, improved performance, positive work culture and job satisfaction. Employees who have adequate training will feel more confident in their jobs and have more job satisfaction, therefore resulting in employees wanting to stay in their jobs. Training also fosters a sense of engagement as employees feel valued and connected to their organisation and the organisation’s success, as well as their own. When employees feel valued and choose to stay with the organisation, the employers reap significant benefits. By providing adequate training, companies cultivate engaged employees who not only perform at a high standard, but also have adaptable skills that align with the organisation.
'''Social Exchange Theory'''
The Social Exchange Theory (SET) is a social psychology concept, which explores the dynamics of interpersonal relationships and is very relevant to understanding the employee-employer relationship <ref>{{cite journal |last1=Xeucheng |first1=W |last2=Iqbal |first2=Q |last3=Saina |first3=B |title=Factors affecting employee’s retention: integration of situational leadership with social exchange theory. |journal=Frontiers in Psychology |date=2022 |volume=13 |page=1-3 |doi=10.3389/fpsyg.2022.872105 |pmid=35899015 |url=https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9309793/}}</ref>. According to SET, “a person who benefits from someone feels obligated to repay that person through positive behaviours and devotion” <ref>{{cite journal |last1=Xeucheng |first1=W |last2=Iqbal |first2=Q |last3=Saina |first3=B |title=Factors affecting employee’s retention: integration of situational leadership with social exchange theory. |journal=Frontiers in Psychology |date=2022 |volume=13 |page=1-3 |doi=10.3389/fpsyg.2022.872105 |pmid=35899015 |url=https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9309793/}}</ref>, therefore, an employee who is provided with adequate training and development opportunities in their workplace will feel “obligated” to repay their employer with high performance and loyalty to the organisation.
Training and development programmes support employees’ skills and competencies which enable them to carry out their jobs more effectively. This means that employees who are adequately trained and supported by their employer will feel confident in their role and positive towards their employer, likely resulting in better performance and longer tenure <ref>{{cite journal |last1=Xeucheng |first1=W |last2=Iqbal |first2=Q |last3=Saina |first3=B |title=Factors affecting employee’s retention: integration of situational leadership with social exchange theory. |journal=Frontiers in Psychology |date=2022 |volume=13 |page=1-3 |doi=10.3389/fpsyg.2022.872105 |pmid=35899015 |url=https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9309793/}}</ref>. Employees who have invested time in their own training supported by their employer will be more likely to stay and continue investing their time in the organisation, to ‘give back’ and continue their development journey.
'''Work Engagement Theory'''
The Work Engagement Theory, first theorised by Kahn (1990, 1992) refers to the psychological state in which employees present themselves at work and in their work performance. The theory is broken into a three-component model as outlined below <ref>{{cite journal |last1=Hasset |first1=M |title=The effects of access to training and development opportunities, on rates of work engagement within the US federal workforce |journal=Public Personnel Management |date=2022 |volume=51 |issue=3 |page=385-398 |doi=10.1177/00910260221098 |url=https://journals.sagepub.com/doi/10.1177/00910260221098189}}</ref>:
Vigor: High levels of energy, mental resilience and sustained effort on the job
Dedication: Having a strong sense of commitment and pride in one’s work with enthusiasm and a sense of purpose
Absorption: Employees feel fully immersed in their work, often loosing track of time and feeling deep concentration
The theory suggests that organisations with high levels of work engagement have positive outcomes for both the organisation and the individual employees, even contributing to “lower rates of absenteeism, better health, lower rates of depressions and higher rates of life satisfaction and happiness” <ref>{{cite journal |last1=Baker |first1=A |last2=Leiter |first2=M |title=Work engagement |journal=A handbook of essential theory and research |date=2010 |volume=1 |doi=10.4324/9780203853047 |url=https://www.taylorfrancis.com/books/mono/10.4324/9780203853047/work-engagement-arnold-bakker-michael-leiter}}</ref>. Employers who look after their employees and provide a safe and happy work environment, coupled with sufficient training and development opportunities will benefit from employees who are happy, engaged, perform well and likely to stay within the organisation.
'''High-Performance Work Systems'''
High-Performance Work Systems (HPWS) is a theoretical framework that examines the relationship between human resources practices and organisational performance. This model posits that effective HR practices lead to a workforce of skilled, motivated, and dedicated employees who excel in both effectiveness and efficiency <ref>{{cite journal |last1=Hasset |first1=M |title=The effects of access to training and development opportunities, on rates of work engagement within the US federal workforce |journal=Public Personnel Management |date=2022 |volume=51 |issue=3 |page=385-398 |doi=10.1177/00910260221098 |url=https://journals.sagepub.com/doi/10.1177/00910260221098189}}</ref>. HPWS consists of interconnected HR practices (HPWS) designed to develop employees’ talents and skills, enabling them to apply their abilities effectively in their roles. This approach fosters positive outcomes, including increased motivation, commitment and retention <ref>{{cite journal |last1=Hasset |first1=M |title=The effects of access to training and development opportunities, on rates of work engagement within the US federal workforce |journal=Public Personnel Management |date=2022 |volume=51 |issue=3 |page=385-398 |doi=10.1177/00910260221098 |url=https://journals.sagepub.com/doi/10.1177/00910260221098189}}</ref>. HPWS contribute to employee retention as employees who are skilled at their jobs and feel a sense of motivation and dedication towards their jobs are likely to stay within the organisation. Whereas organisations that don’t implement HPWS will likely result in having employees who are less skilled, less confident and have less loyalty to the organisation, therefore likely resulting in lower employee retention.
'''Challenges'''
Improving employee retention via training does pose some challenges for employers and organisations. Employees who actively engage with training provided by their employer might take the skills and knowledge they’ve acquired leave for better opportunities in another organisation. In competitive job markets, attracting and retaining employees can prove difficult, even if employers are provided adequate training. Organisations with limited resources or funding may find it difficult to provide adequate training for their employees and may struggle to meet the diverse needs and expectations of their workforce. Navigating these challenges requires a thoughtful and multifaceted approach to training in order to create a supportive and engaging workforce where employees want to stay.
== Barriers and access to training ==
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