Some leader doesn’t know the important of training in the organization. The first thing for the managers would need is a training policy that has a clear place in an organization’s strategic plan. Having done this, the Training Department needs an action plan or business strategy that identifies what it will do in the immediate future, and how it can demonstrate accountability against that. This because of change is occurring so rapidly, there is a need for new ways to manage focusing on product quality and individual involvement (Harvey and Brown, 1996).

For resources, a Training Center is essential, supported by adequate resource materials (videos, tapes, books, CD-ROM’s etc), and course or program material. A training program will need to be developed with content, outcomes, and for all to see. A network of trainers needs to be developed, especially those offering expertise not available internally. Training also can occurs in many ways. About two-thirds of individual training isn’t formal at all, but rather results from day to day unplanned interactions between the new worker and his or her colleagues (Day, 1998). It shows that there many ways of training and the organization must identify the suitable training conditions for their organization.

A means of capturing the training needs of employees is required. An excellent means of doing this is through a performance management program or performance appraisal process. Training can also emerge from self-nomination or manager nomination. Major training initiatives need to start from a benchmark that establishes a base line. All training should be evaluated using evaluation that is appropriate to the goals. A useful process can be to establish a model of what best practice would look like and invite self-assessment to determine whether on the job behavior reflects that practice.