High turnover has long been treated as an unavoidable cost of doing business in industries such as retail, food service, hospitality, manufacturing, and other frontline operations. For roles with frequent turnover in any industry, organizations often hesitate to invest in training, questioning the value of developing employees who may not stay long. Yet this assumption is increasingly being challenged by workers themselves, who consistently say that access to training and skills development is a key factor in whether they stay, engage, and perform well at work. As the gap widens between what employees expect and what employers deliver, underinvestment in learning can quietly become a driver of the very turnover organizations are trying to manage.
We recently released a new HR Insights article that explores the disconnect between worker and employer views on training in high-turnover roles. The article also offers practical ways HR leaders can rethink learning and development as a strategic tool for retention, performance, and workforce resilience.
Click the following link to read: Investing in Training for High-turnover Roles.
