DRINK & DRUGS NEWS :: Q&A

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Thanks to this issue's respondents for their contributions.

Question:

As a small alcohol agency with a good reputation (we're always in the local press) we find it quite easy to attract inexperienced staff for interview. Our huge problem is holding onto them once they have some training under their belt. We're in a constant state of turmoil, because as soon as we've trained someone up to a decent level, they're off looking for a job somewhere else with more benefits - good pension, flexi-time and twice the salary. A very demanding question - but has anyone hit on ways to inspire loyalty? [Jenny, Sheffield]

Your replies...

Dear Jenny

In answer to 'a very demanding question', although it may not be possible to buy loyalty, it is possible, if as indicated, you are operating successfully, to pay a competitive salary. One alternative you may want to consider is that instead of employing trainees at a low salary, you seek to appoint professionals at a rate worthy of their experience and qualifications.

Peter O'Loughlin, The Eden Lodge Practice

Jenny,

Firstly I must congratulate you for providing an employment entry point into the sector that is paid and provides a training programme that clearly makes new workers extremely employable. This type of initiative is something that is not often on offer in the sector.

Secondly, do you carry out exit interviews and therefore have evidence to support that they leave the organisation for better pay, pension scheme, flexible working, etc: the latter of which all agencies are required by law to provide? Things aren't always what they seem and you may find there are other reasons for them leaving or their reasons for leaving are mainly about just one of the areas, reducing what you need to do to address the situation.

I have worked with organisations in the past who have come across similar situations. My first suggestion is: you have no problem recruiting staff to the 'trainee' roles and therefore salary would appear to be perfectly attractive at this level. Would it be possible to decrease starting salary and increase the salary upon completion of the training as a means of anchoring your developed workers? Connexions have a good career pathway and pay system to reward experience and qualification attainment, usually explained in adverts. My second suggestion would be to implement a training retainer clause eg 'if you leave our employment within one year of receiving your training you will be expected to reimburse the organisation by 50 per cent of the course costs' or similar. I know of quite a few organisations who use this anchor, you may find some will not work for the organisation but this usually points out those whose commitment stems purely around receiving training before moving onto something 'better'.

I wish you luck in finding the happy solution.

Elizabeth, Sussex DAATs

Dear Jenny

Be more fussy on who you employ. People who are older and who do not require material things in life. People who are conscientious and have worked in other jobs for a long time.

Chris Hannaby, Vale House

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