I currently work as a Training and Development Manager for the District of Columbia Government. One of the best benefits or service that an organization can use to attract and retain talent is to offer Training and Professional Development programs with some type of incentive, either monetary or non-monetary.
In my experience with the private sector, I found that the benefits and services used to attract and retain talent were numerous and substantial. Not only that, but in the private sector, there is less bureaucracy so you are more able to implement employee attraction and retention ideas, plans and incentives.
For example, as a Training and Development Consultant for a fortune 500 company (manufacturing industry), I developed a set of 14 policy, procedure, and training manuals designed to improve morale and increase production. As a result of creating these manuals, I also created and implemented the “Pay for Knowledge” personnel development program, where employees may take up to 14 sequential examinations (based on the 14 policy, procedure, and training manuals I created) that test employee’s on-the-job knowledge of production procedures and processes; each examination an employee passed equals a $.05/hour raise. The “Pay for Knowledge” training program was very successful in increasing productivity rates, morale, employee satisfaction and motivation. With a few minor modifications, the “Pay for Knowledge” training program is still in use today.
In the Government, a monetary incentive like this would not work simply due to the bureaucracy and the fact the Government is not motivated by profit! However, we know that in the private sector where an organization is motivated by profit, an incentive to increase knowledge and productivity at such a small cost is a winning and “can do” idea!
Samuel B.Jenkins
Washington DC
In my experience with the private sector, I found that the benefits and services used to attract and retain talent were numerous and substantial. Not only that, but in the private sector, there is less bureaucracy so you are more able to implement employee attraction and retention ideas, plans and incentives.
For example, as a Training and Development Consultant for a fortune 500 company (manufacturing industry), I developed a set of 14 policy, procedure, and training manuals designed to improve morale and increase production. As a result of creating these manuals, I also created and implemented the “Pay for Knowledge” personnel development program, where employees may take up to 14 sequential examinations (based on the 14 policy, procedure, and training manuals I created) that test employee’s on-the-job knowledge of production procedures and processes; each examination an employee passed equals a $.05/hour raise. The “Pay for Knowledge” training program was very successful in increasing productivity rates, morale, employee satisfaction and motivation. With a few minor modifications, the “Pay for Knowledge” training program is still in use today.
In the Government, a monetary incentive like this would not work simply due to the bureaucracy and the fact the Government is not motivated by profit! However, we know that in the private sector where an organization is motivated by profit, an incentive to increase knowledge and productivity at such a small cost is a winning and “can do” idea!
Samuel B.Jenkins
Washington DC
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