The nature of training and development has changed over the years. Employees no longer stay with one organization throughout their careers. In fact, studies have shown the average employee will have anywhere from 10 to 15 different jobs in their career. As a result, organizations are hesitant to commit vast funding for employee training and development opportunities, especially when the average tenure of an employee may not justify the considerable monies that some organizations spend on the training and development of their staff.

Assume you are the Human Resource Manager for a large organization. Employees have filed a number of complaints and grievances with your office over the lack of training and development opportunities within your organization, yet senior management is refusing to devote funding to training and development because (a) they are committing those monies to product research and development and (b) the high turnover in staff has made them wary of throwing "good money after bad" by spending money for training and development, specifically when employees have left the organization after they have been trained.

• Detail the value of employee training and development in a typical organization.
• Present the "return on investment" to senior management on training and developing organizational employees. Use data/statistics to support your points, which highlight the economic value of employee training and development.
• Given the short tenure of employees at this (and other) organizations, discuss why training and development can still be beneficial to the organization.
• Finally, present 2-3 training/development topics/classes that would show the greatest return on investment for employees and the organization alike, and why these (at a minimum) should be funded by the organization.