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.

Develop a HR proposal that could be sent to C-suite leadership, please address the following points:

• Explain the importance of creating a learning organization. Give examples.
• Provide three statistical and/or financial benefits associated with investing in employee training and development opportunities.
• Even though your organization is on a very limited budget, provide some training and development suggestions/resources that your organization may consider using (which are $250 or less per employee per year).

Please provide any sources used.