1. Why Learning & Development

2. Opportunities MISSED Turnover, Low Morale, Business Expansion Learning Culture

3. L&D ADDED VALUE ? Improve Morale Reduce Turnover Create Positive learning Culture

4. John Cox University Of North Texas College of Education, Matthews Hall Denton, TX USA ASTD 2005 Research-to-Practice L&D ADDED Value ? Cost of Not Training?

5. Annual survey report 2006 © Chartered Institute of Personnel and Development 2006 UK L&D ADDED Value ? Cost of Not Training?

6. Double Face Re-Supply People Retain People Learning Contributions Reduced recruitment costs (because training create more job-ready candidates for promotions)

7. Skilled Managers/ Impact

8. Increase retention by 300 percent. Companies that don't train their employees are more than three times as likely to lose them, BY Louis Harris & Associates Slash turnover. Only 12 percent of employees who rate their company's training opportunities "excellent" plan to leave within a year. More than 40 percent of staffers who say their company offers poor training opportunities plan to leave within a year. 1999 Emerging Workforce Study-USA Double Face

9. Management skills is now the subject most frequently addressed by U.S. retail,companies in their training programs, edging out more traditional topics like customer relations and technology skills, according to a study released at the National Retail Federation's 90th Annual Convention. USA 200

10. Organizations Building World-Class Business,

11. Building People, Building Business International Norm Budget increases for corporate learning average 7 percent. The average spending per learner is $1,273. Total training spending grew from $51.1 billion in 2005 to $55.8 billion in 2006. The technology sector spends the most per learner at $2,763. Retail spends Average $519 per learner. Forty percent of respondents said they have an LMS “The 2007 Corporate Learning Fact book” Bersin & Associates- USA

12. Building People Building Business International Norm “ TABLE Comparison of BEST Award Winners and Benchmark Companies 2005 State of the Industry (Alexandria, VA: American Society for Training and Development, 2005).

13. Training Hours Number of Employees

14. Benchmarking Wal-Mart University Vice-President of vice president, talent planning and development of Wal-Mart Stores,

15. Benchmarking

16. Retail About People

17. THERE IS ONLY ONE BOSS: THE CUSTOMER ! …. AND HE CAN FIRE EVERYBODY IN THE COMPANY, FROM TOP ON DOWN, SIMPLY BY SPENDING HIS MONEY SOMEWHERE ELSE. Sam Walton

18. Customers will spend up to 10% more for the same product with better service. United States Agency for International Development - 2003

19. A SERVICE WHICH IS ANAFFORDABLE TODAY REMAINS UNAFFORDABLE TOMORROW…

20. Publisher: T+D Magazine USA The difference between a happy and horrifying shopping experience is the amount and quality of the training that frontline employees, such as sales associates and store managers, have received. With competitive pressures mounting from traditional local retailers, deep-discounters, warehouse clubs, and a galaxy of online merchants, many retailers see customer service and product knowledge as their key competitive differentiators, and they’ve ratcheted up their employee training efforts to meet that challenge. Driving Business Strategy through Learning & Training

21. L&D ADDED Value ? Cutting the Cost Running with Less Manpower Required SKILLED & Competent Caliber Staff Adaptive for Today & Tomorrow Needs

22. L&D ADDED Value ? © Chartered Institute of Personnel and Development 2006 UK

23. A four-year study by the American Society of Training and Development shows that firms who invest $1500 per employee in training compared to those that spend $125, experience on average: 24% higher gross profit margins and 218% higher income per employee! L&D ADDED Value

24. What & How

25. Running Learning Like a Business

28. Thank you! Feras Al-Tal Group Training Manager Geant Saudi Ltd, Feras.altal@gmail.com faltall@geantsaudi.com.sa