establishing effective training

Abstract

All too frequently training has been described in terms of the organisational level at which it is aimed. Thus we have artificial divisions between operator, craft, clerical, supervisory and management training. The fact is however that changes cannot be made at one level without affecting behaviour at other levels. Developing the role of the supervisor, for example, necessarily involves modifying the role of managers, specialists and operators. Furthermore the aim of the training function should be to develop the performance of the organisation as a whole. The purpose of this article is to demonstrate the advantages and pay‐offs of adopting an integrated approach to training and organisation change. This is done by means of a description of our recent experiences in designing and running such a programme in the Warehousing and Distribution Function of The Boots Company Limited.