By training its employees, the company saves money
Posted: Sun Feb 02, 2025 6:34 am
Method 1.
Explain to your manager that by paying for your training, he does not increase expenses, but, on the contrary, saves. The logic is simple: hiring a specialist to solve business problems with an expanded range of competencies will cost more than "growing" your own expert motivated to develop. By sending employees for training, your manager solves two problems at once: saves on the salary fund and motivates the staff.
Method 2: Convince your boss that you won’t run away
By paying for training, the employer runs the risk that the "freshly trained" employee will run away to a new position for a higher salary. For this reason, many managers do not spend money on training, and as a result, get a staff of low-skilled and poorly motivated workers. Explain to your boss that you are not going to change jobs in the near future. Who gives up a good position with a decent salary and free training! This is a real dream job. The employer may ask you to sign an additional sri lanka consumer email list agreement to the employment contract, which will oblige you to work for a certain period after training or compensate for its costs. As a rule, such a contract is concluded for six months or a year. If the employer insists on stricter conditions, it is better to refuse such an agreement.
Method 3. It's not about contractors, but about the ability to control them
Many managers mistakenly believe that after training their employees, they will stop using contractors for services. And often, the employees themselves convince them of this: “Send me to courses in SMM, design, SEO, copywriting, and I will do everything myself.” You are unlikely to be able to replace a whole cohort of narrow specialists. Ultimately, you will only undermine the manager’s trust in you. Explain the need for training differently: “When I learn this area, I will better understand what is good and what is bad, what to demand from contractors and how to control them.” Do not try to take on an unbearable burden of tasks of an entire staff of employees. Your task is to build competencies and create a business development strategy, control contractors and achieve results.
Explain to your manager that by paying for your training, he does not increase expenses, but, on the contrary, saves. The logic is simple: hiring a specialist to solve business problems with an expanded range of competencies will cost more than "growing" your own expert motivated to develop. By sending employees for training, your manager solves two problems at once: saves on the salary fund and motivates the staff.
Method 2: Convince your boss that you won’t run away
By paying for training, the employer runs the risk that the "freshly trained" employee will run away to a new position for a higher salary. For this reason, many managers do not spend money on training, and as a result, get a staff of low-skilled and poorly motivated workers. Explain to your boss that you are not going to change jobs in the near future. Who gives up a good position with a decent salary and free training! This is a real dream job. The employer may ask you to sign an additional sri lanka consumer email list agreement to the employment contract, which will oblige you to work for a certain period after training or compensate for its costs. As a rule, such a contract is concluded for six months or a year. If the employer insists on stricter conditions, it is better to refuse such an agreement.
Method 3. It's not about contractors, but about the ability to control them
Many managers mistakenly believe that after training their employees, they will stop using contractors for services. And often, the employees themselves convince them of this: “Send me to courses in SMM, design, SEO, copywriting, and I will do everything myself.” You are unlikely to be able to replace a whole cohort of narrow specialists. Ultimately, you will only undermine the manager’s trust in you. Explain the need for training differently: “When I learn this area, I will better understand what is good and what is bad, what to demand from contractors and how to control them.” Do not try to take on an unbearable burden of tasks of an entire staff of employees. Your task is to build competencies and create a business development strategy, control contractors and achieve results.