Hemsley Fraser’s Post

Transcript

The problem that we have with return on investment is particularly unless it's technical and specific training, it's only a correlative relationship. You cannot nail down and say. We invested acts and we say why, yeah, we we generate and why you can't do either because there are so many variables because the people have chosen to be on the training that worked hard in the training are probably those people, for instance, people promoted saving costs on bringing it on onboarding and external recruitment costs. So all that I think those people that have done particularly well if we can't say. And the problem that LED people have a lot is when they try and propose to the stakeholders that there's been a return investment. The stakeholders us very difficult questions and realize that it's, it's the correlative and not causal, which then ruins all trust within the reporting metrics. Yeah. So yes, it's it's not, it's not ideal to try and do ROI. ROI is a much better way. That's where again we established what we're trying to achieve. We demonstrate that we've achieved that. And then that's when clients get funding for programming functions, renewals. Yeah. And you know, that's what everybody wants. Absolutely. And I think as well, sometimes it's that tracking the what's the cost of you not doing this? So it it's not necessarily a a cost of saving, but it's if you don't do this, this is going to be the cost to your business. And that could be an increase in people exiting the business or losing talent to other organizations. So I think that's. Easily something that you can measure, I say easily a lot of data goes into it, but it's something that's within our control to measure versus that whole money in money back it is.