In a business environment where recruitment and retention have become some of the biggest challenges facing employers across Galway and the wider Irish market, Terence Morgan, Director of Business Development at city-based GHR Consulting, is clear on one thing: training is no longer a “nice to have”. It is fundamental to the wellbeing, productivity and long-term success of any organisation.
GHR Consulting, a recruitment and HR consultancy known for its bespoke, plain-English approach to people management, has recently expanded its services to include a dedicated training division. For Terence, this move was not just a strategic decision — it was a natural evolution driven by what he and his team were seeing every day on the ground.
“What we’ve seen over the last number of years is that investment in management teams and employees is absolutely crucial for recruitment and retention,” he says. “It’s not just important — it’s critical. Employers are struggling to find people, and even more so to keep them. Training is one of the most effective ways to address both.”
The true cost of employee turnover
The cost of replacing an employee is something many businesses underestimate. According to Terence, the figures are stark. Rehiring and retraining a new employee typically costs between six and nine months of that employee’s salary. That calculation doesn’t even account for the hidden costs — lost knowledge, reduced morale, disruption to teams, and the pressure placed on remaining staff.
“Business owners often ask, ‘How much is this training going to cost?’” Terence explains. “But the real question they should be asking is: what is it going to cost me if I don’t do it?”
It’s a question that sits at the heart of GHR Consulting’s approach. Through their HR helpline, the team handles hundreds of employer queries every year. What stands out is that over 80% of the issues escalated could have been avoided if managers had been better equipped with core people management skills.
“That statistic alone should make employers stop and think,” Terence says. “Eighty-two per cent of HR issues are completely avoidable. Imagine what that means in terms of time, cost, stress and disruption.”
Training as a tool for engagement and communication
One of the most common drivers of unnecessary job changes, Terence notes, is not pay — it’s a lack of communication. Employees often leave roles not because they want to, but because they feel uncertain, unheard or unclear about their future.
“It should never be a surprise when an employee says they’re leaving,” he says. “That conversation should have happened months earlier through regular check-ins, reviews and open communication.”
GHR Consulting’s training focuses heavily on empowering managers to have those conversations confidently and constructively. Performance management, when done properly, becomes a continuous, two-way process rather than an annual box-ticking exercise.
“When employees feel listened to and see that their employer is willing to invest in them, it changes everything,” Terence explains. “You reduce chaos, improve morale and create clarity for everyone involved. It’s a win-win.”
Overcoming the fear of asking — and offering — training
In Ireland, Terence believes there is still a cultural hesitation around training. Employees may feel nervous about asking for development opportunities, while employers may fear that training someone simply prepares them to leave.
“It’s a very Irish thing,” he says. “Employees can feel like they should just be grateful to have a job. But the reality is that an employee who asks for training is an engaged employee — someone who wants to grow and contribute.”
From the employer’s perspective, Terence is direct. Saying no to training often accelerates the very outcome they fear.
“If you refuse to invest in someone, the chances are they will leave anyway,” he says. “And then you’re facing a far bigger cost.”
GHR Consulting advises employers to protect themselves sensibly by having clear training policies within their HR handbooks, particularly where significant investment is involved. But beyond policy, the real protection comes from increased loyalty and retention.
“Training lifts the morale of the entire team,” Terence adds. “It shows that the business cares, and that has a ripple effect.”
Culture eats strategy for breakfast
No discussion about training is complete without addressing company culture — something Terence believes is often misunderstood.
“Culture isn’t pizza Fridays or posters on the wall,” he says. “That’s glossing over it.”
At GHR Consulting, every training session begins with a conversation about culture. Terence regularly references Peter Drucker’s famous quote: “Culture eats strategy for breakfast.” No matter how well thought-out a business plan may be, a misaligned or toxic culture will undermine it.
“Today, employers are being interviewed just as much as candidates,” he explains. “With social media and online reviews, you can’t hide your culture anymore.”
To help businesses move beyond assumptions, GHR now uses qualitative measurement tools such as anonymous mood and culture surveys. These allow employees to give honest feedback in a psychologically safe way, providing leadership with real insights into what is actually happening within the organisation.
“Once the CEO engages with that feedback, that’s when change really happens,” Terence says. “You see improvements in productivity, attendance, engagement — all the measurable KPIs.”
Leadership starts at the top
For any cultural shift to succeed, buy-in from the top is non-negotiable.
“Culture is driven by the CEO,” Terence states. “It has to come from the top down.”
At GHR Consulting, this philosophy is lived, not just preached. The company has deliberately built a culture of trust, flexibility and continuous learning within its own team.
“These are super capable people,” Terence says. “But you still have to train them and give them the tools to succeed.”
That authenticity resonates with clients, many of whom are wary of faceless training providers or overly legalistic HR advice.
What sets GHR Consulting’s training apart is its practicality. Courses are delivered by consultants who deal with real HR issues daily — from disciplinary processes and investigations to absenteeism, underperformance and compliance.
“We don’t read out legislation,” Terence explains. “If that’s what someone is looking for, we’re probably not the right fit.”
Instead, training is grounded in real-life scenarios, plain English explanations and lessons drawn from actual Workplace Relations Commission cases. The focus is always on process, fairness and compliance — not moral judgement.
“Our goal is to give managers confidence,” he says. “When managers feel empowered, everything else improves.”
Training for businesses of all sizes
There is a lingering misconception that HR and training are only relevant to large organisations. Terence is quick to dispel that myth.
“The legislation is the same whether you’re a multinational or a café with five employees,” he says.
To support smaller businesses, GHR Consulting’s works closely with Executive Skillnet, securing funding of up to 50% for eligible training programmes. This makes professional development accessible even where budgets are tight.
“Don’t wait for a WRC inspection to take action,” Terence warns. “Be proactive, not reactive.”
Engaging with GHR Consulting’s always begins with a conversation. There is no cost for the initial visit, and no obligation.
“We come to your business, identify gaps, and carry out a training health check,” Terence explains. “Then we put together tailored recommendations.”
Training can be delivered on-site, online or in a hybrid format, and ranges from half-day bespoke workshops to accredited programmes. GHR also supports businesses with the necessary HR scaffolding — policies, procedures, onboarding, induction and career progression frameworks — ensuring training is embedded and sustainable.
“The shortest meeting I’ve ever had was five minutes,” Terence laughs. “The longest was five hours. We adapt to the business.”
The bottom line
Ultimately, Terence believes training is a marker of business maturity.
“A happy team is a productive team,” he says. “When employees feel supported, trained and listened to, businesses thrive.”
As GHR Consulting continues to roll out its training division, the message to employers is simple: invest now, or pay a far greater price later.
“Never mind the cost of training,” Terence says. “Ask yourself — what’s the cost if you don’t do it?”
For businesses of any size, that question may be the most important one they ask this year.
