Leadership is often caught in “doublespeak” where they support training in principle but not with a budget for ongoing development of staff. Executives often want to see a return on investment (ROI) with any outlay of expense. It is difficult to measure the value of training in hard dollars.
Perhaps the biggest value in training is keeping key employees stimulated and challenged. Current thinking says that the better performers will leave if not given opportunities for growth and development.
What activities could a department managercreate in conjunction with HR to continue involving employees in educationwith little or no budgetary impact?
Doublespeak training is debated. References are also provided to justify the assertions.