Organisational Learning: L&D Impact on Early Stage Employee Retention in Consulting Firms

Abstract: The focus of this study is to explore the relationship between learning and development practices and early-stage employee retention within Capgemini’s Nordic department and, more in general, within the consulting business. Qualitative and partly quantitative research methods were employed, starting from a theoretical review of existing knowledge on the matter, to a survey and interviews. Data were collected based on a non-random sample of over four hundred participants from the company’s employees and another non-random sample of ten early-stage employees participating in the one-on-one interviews. Hence, this paper will aim to explore the relation between L&D and early-stage employee retention and the reasons behind it which will be the topic of discussion throughout the following Chapters. Moreover, all reflections will originate from a specific context (e.g. Capgemini’s resources and learning conditions), whilst considering the limitations of this study and suggesting a few points for further research. Lastly, as a result of the efforts made towards providing a relevant answer to the paper’s Research Questions, we could argue that there is a positive relation between L&D practices and early-stage employee retention, in that employee training and development is indicated as one of the main reasons for employees to stay in the organisation, given the significance of ensuring employees participation based on their needs and aspirations. Factors such as motivation, career alignment, organisational support and human relations, significantly contribute to L&D’s positive influence on employee retention. The following Chapters will discuss and illustrate the topic.