MS&L invests in major programme to retain staff

In a bid to combat the industry-wide problem of staff churn, Manning Selvage and Lee is investing pounds 1.5 million per year in a continuous professional development programme which it will actively market as a point of difference.

In a bid to combat the industry-wide problem of staff churn,

Manning Selvage and Lee is investing pounds 1.5 million per year in a

continuous professional development programme which it will actively

market as a point of difference.



MS&L said the scheme will benefit clients as it means quality staff are

attracted and retained. ’We intend to measure this programme

quantitatively,’ said chairman and CEO Lou Capozzi. Recruitment will be

based specifically on the idea of working for a company which develops

staff careers, he said.



’We are 100 per cent sure that clients will see this as a good thing.

One of the main criteria for selecting a PR agency is the quality of the

team. The thing that clients hate most is turnover (of staff) on their

account.’



Alasdair Sutherland, executive vice-president of corporate development,

admitted that no target for reducing staff turnover has been set,

although the scheme is aimed at bettering MS&L’s current record. In

1998, the agency’s US operation hired 180 people and lost 110, he

said.



The training programme, which comprises 100 modules including financial

planning, pitching and strategic development, will be handled by a

mixture of senior staff and outside consultants. Career paths will be

planned and monitored and individuals’ performance will be reviewed by

bosses, peers and staff.



MS&L aims to recoup its investment by reducing spend on recruitment due

to lower staff turnover; and increased fees from superior work sold by

better quality people.



Leader, p10.



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