The problem of how to assess the value of training in terms of its effects on turnover and profitability is not a new one for retail management. Certain specific consequences—declining staff turnover, absenteeism, and accident rates—are relatively easily quantifiable. Reduction in customer complaints can also be recorded. But training is sure to have results outside the scope of those identified by evaluation. The writer discusses a number of case studies in training and concludes with the plea that more research needs to be done.
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