The Challenge of Hiring Experienced Employees without
Investing in Training and Development
One of the key emerging issues in Human Resource Management is the challenge of hiring experienced employees while not investing in sufficiently in training and development. This issue has been a problem in many organizations. When recruiting, most organizations expect employees to have prior experience but are not ready to provide training and development opportunities. Armstrong (2011) states that training and development are essential in enhancing the performance of employees and long term organization success. This issue has been more significant in Sri Lanka after 2019 due to various incidents such as the Easter attack , the COVID-19 pandemic, and the Economic crisis (2022). Because most of the organizations started to cutting their cost to survive in the market.
The Daily FT states that there has been a growing skills gap in Sri Lanka. Most employers are unable to find skilled employees with practical knowledge to fill the available vacancies. This issue has been more significant in industries such as tourism, logistics, and technology (Weerakkody D.2026). This further explains why hiring experienced employees without investing in training and development has been a critical emerging issue. Further, the following short video explains the growing skills gap and the importance of training and development.
In the organization where I work, we have few tourism-related businesses under our parent company. What we saw there is, we have to pay taxes like VAT (18%), SSCL (2.5%), Tourism Development Levy (1%), Corporate Income Tax (30%), and a 10% service charge for the employees. These taxes are a major challenge to the organization, making it difficult to invest in employee training and development. Because the tourism industry has been struggling since 2019, yet there has been little support from the government, even though it plays a major role in earning foreign income for Sri Lanka.
Organizations are preferring to recruit people who are experienced and able to carry out tasks immediately. However, this has created a disconnect between the labor market and the expectations of employers. In this case, employers are seeking experience while at the same time offering low salaries. Collings and Mellahi (2009) assert that talent management is essential for an organization and it should be developed internally, but this is not being realized by many organizations.
In my experience, workers who are hired at a lower cost, even if they have some experience, often perform poorly because they did not receive proper training and development from his previous organization and even in our organization. We may be able to hire that person at lower cost because he or she lack of proper adequate skills.
The relationship between management and employees suffers when workers are hired without enough training (Walton, 1985). This results in lower productivity, poor service quality, errors, financial losses, and an increased workload for managers.
Employers do not provide training opportunities, making it hard for job seekers to gain experience. This creates a cycle where employers struggle with a shortage of experienced workers, which keeps employees from learning new skills.
Data from Sri Lanka shows that a significant number of educated youth enter the workforce without practical skills. This situation adds to the frustration of job seekers (Weerakkody, 2026).
Conclusion
In conclusion, there is a big skills gap in Sri Lanka due to the lack of investment in training and development, the need for experienced and talented employees, and cost control measures. This affects the development of employees as well as the organization as a whole. This is likely to be worse in the future if businesses only focus on cost reduction measures. As such, for businesses to be successful in the long term, there is a need to invest in internal talent development and training.
References
Armstrong M. (2011) Armstrong’s Handbook of Human Resource Management Practice. 12th edition London.
Collings D. G. and Mellahi K (2009) Strategic talent management A review and research agenda Human Resource Management Review from page no 304 to 313.
Walton R. E. (1985) From Control to Commitment in the Workplace. Harvard Business Review from page no 77 to 84.
Weerakkody, D. (2026) Sri Lanka’s skills gap: An economic reality we can no longer ignore’, Daily FT: https://www.ft.lk/columns/Sri-Lanka-s-skills-gap-An-economic-reality-we-can-no-longer-ignore/4-787498
Interested! Hiring experienced talent can be challenging, but refining recruitment strategies and focusing on employer branding can make a big difference in attracting the right candidates. What do you think are the most effective ways organisations can overcome these hiring challenges?
ReplyDeleteIn my opinion, it is better for the company to concentrate on retaining their talented employees. There are always some talented employees working in the organisation who are not being properly compensated for their talents. These people need to be recognized and provided with all the needed benefits. If the company makes proper investments in such talented people, then the image of the organisation as a good place to work will become better, and consequently, it will attract new talent.
DeleteThis is a very interesting discussion about the skills gap in Sri Lanka. However, I would like to know how organisations can invest in training and development while still managing high operational costs?
ReplyDeleteIt seems good
ReplyDeleteI agree with this conclusion, as it clearly highlights a critical issue facing organizations in Sri Lanka. The lack of investment in training not only limits employee growth but also reduces overall productivity and innovation. Focusing solely on cost-cutting may provide short-term benefits, but it can harm long-term sustainability. Therefore, investing in employee development is essential for future success.
ReplyDeleteThis also applies significantly to the industry in Sri Lanka-employ workers with old skills for low prices, yet don't invest a cent in developing these skills. The cycle you portray is exactly this-workers with old skills, with low quality of work, eventually costing the organization more. I believe is it a problem of financial viability, or leadership belief structure?
ReplyDeleteThis is a highly insightful and context-rich discussion on the growing skills gap and the paradox of hiring experienced employees without investing in training and development. I particularly appreciate how you linked macroeconomic challenges with organizational HR practices. In this context, how can organizations in Sri Lanka strategically balance short-term cost constraints with long-term human capital development to break this cycle?
ReplyDeleteHiring experienced employees can definitely give organisations a quick boost in productivity, but it often creates a hidden risk when training and development are overlooked. Even experienced hires still need onboarding, cultural alignment, and upskilling to stay effective in a fast-changing work environment. Without that investment, companies may struggle with consistency, engagement, and long-term retention. A balanced approach—where experience is valued but continuous learning is still supported—seems to be the real key to sustainable performance.
ReplyDeleteThis is a well-structured and relevant blog that clearly explains a pressing HR issue. With a bit more focus on actionable solutions, it could become even more impactful and useful for both academics and practitioners.
ReplyDeleteYour post highlights a critical issue in Sri Lanka's labor market,the expectation of experience without investment in training. I like the way you connected this to broder economic challenges like the Easter attack,Pandemic and the economic crisis in 2022 which make the problem even more urgent.
ReplyDeleteWhat strategies do you think organizations in industries like tourisum or logistics could adopt to balance cost control with meaningful investment in employee training and development?
You’ve hit on a vital point: cutting costs by sacrificing training is a short sighted trap. I appreciate your focus on the "skills gap" as a long term risk. In Sri Lanka’s tight economy, internal talent development isn't just an expense, it’s a survival strategy. Without investing in people, firms risk stagnant growth and high turnover. Prioritizing growth over mere cost cutting is the only way to build a resilient, future-ready workforce.
ReplyDeleteThis topic truly highlights a real challenge faced by many organizations today. I really appreciate the way practical experiences were used to explain how lack of training can affect both employees and overall business success. It reminds us that investing in people is not just an expense, but a valuable step toward building a stronger future. Do you think organizations will realize the true value of employee development before this skills gap becomes even worse?
ReplyDeleteThis is a very relevant and well-argued discussion on a critical HRM issue in Sri Lanka. You clearly show the contradiction between organizations demanding experienced employees while reducing investment in training and development, which only worsens the existing skills gap. I especially like how you connect this issue to post-2019 crises such as the Easter attacks, COVID-19, and the economic downturn, making the argument highly contextual and practical. How can Sri Lankan organizations develop cost-effective training and development strategies to close skill gaps while still managing financial constraints?
ReplyDelete