In the ever-evolving landscape of business, the decision to invest in employee training and development often sparks a crucial debate. A common concern is, “I can’t invest in that because they might leave.” With the retort to this which is equally powerful: “but they might stay”. This exchange highlights the pivotal role of investing in people and the broader implications for organisational culture and retention.  

In the world of business, much like in sports, skills and behaviours can deteriorate over time if not consistently practiced and reinforced. This phenomenon, often referred to as the law of atrophy, highlights the importance of continuous learning and active engagement in maintaining and enhancing one’s abilities. 

In the ever-evolving landscape of learning and development (L&D) in 2024, a myriad of key trends are shaping the way employees enhance their skills, engagement, and adaptability.

Whilst technology has standardised traditional rewards packages, offering valuable and differentiated incentives has become even more crucial in attracting top talent. The data-driven insights available may lead to homogenous offerings, creating a landscape where many employers sound alike. So, how can your company go beyond the standard script and craft a compensation and benefits package that truly resonates with your unique culture and values?

Unaddressed knowledge and skills gaps in your workforce can hinder business growth, leading to reduced productivity, lower quality output, and diminished employee morale. To effectively address these gaps and drive organisational success, it's crucial to identify them. Here are our three top-tips to uncover hidden potential in your workforce.

Employee engagement plays a crucial role as it not only fosters a positive work culture and boosts productivity but also strengthens work and customer relationships, reduces staff turnover, and ultimately drives company profits. Moreover, it enhances employee satisfaction and transforms them into powerful advocates for your brand.

In our always-connected age, the line between what must be accomplished physically and what can be solved via the internet has radically blurred and shifted. Meetings and presentations take place virtually, orders and deliveries happen without customer interaction, and for many people, their job can be carried out entirely online. The Covid-19 pandemic only cemented the importance of virtual life, as “hybrid working” quickly became “work from home full-time”. Now, with restrictions lifted and employees returned to the office, remote working is no longer a novelty but a well-established norm. 

To say that the demand for diversity in the workplace has never been greater feels insincere. Diversity, equity, and inclusion (DE&I) are not about filling quotas or scoring brownie points with “diversity-friendly” PR pieces. There is a genuine need for, and value in, diversifying commercial teams for a multitude of reasons. We spoke to a panel of ten DE&I champions from industries across the global spectrum, from toys and games to international banking, to gauge their thoughts on the importance of diversity - both within their businesses, and to themselves as individuals. 

Everyone needs training. Whether it's critical onboarding or valuable upskilling, in-person sessions or online courses - at some point, every employee in every department learns something new. As a commercial capability provider, this is our bread and butter. Helping people enjoy performing at their best is our raison d'être. And yet, we're faced with a challenge! For many businesses, turning down offers of external training is all too easy: "No thanks, we'll do it in-house". Of course we recognise that external training programmes aren’t for everyone, but surely there are drawbacks to running your own training in-house - right? 

WINNER: BEST SALES TRAINING AND BEST LEARNING TRANSFER!

Back in 2020, Acosta Europe started a review of its level of capability across its client facing functions, with competition accelerating and a clear view that companies with a superior commercial capability outperformed their peers in both revenue and margin growth.