I don’t think that training departments get the recognition that they deserve.  In a for-profit corporation, marketing, sales, production, etc, are viewed as the key factors that lead to success. Training seems to be an afterthought. Have you ever had a conversation with someone who could quickly state their job title, but then tripped over the qualifications and expectations of the job?  This happens more than not.  And I can’t really blame the employee, since it is the responsibility of management to define the expectation. We hear conversations about job-to-skills management, but what does that really mean? It begins with having a clear vision of the organization and the goals of the organization.  For example, an organization that sells paper needs folks to make the paper, organize the paper, ship the paper, sell the paper and predict the future needs for paper.  Many different jobs with a variety of skills are necessary to efficiently run this organization and at a profit. And management must define these jobs and the expectation. So where does that leave training?  It is the responsibility of the training department to determine who needs what training and when. Please repeat this to yourself because this is the key to success.  The training department must insure that everyone in the organization has the skills that they need for the job that they have.  It means that training is offered when certifications are getting ready to expire.  And it means that employees are participating only in training that is job-specific, being sure not to waste money on training the wrong person for the wrong skill. Ultimately, if all employees are trained when training is needed, the paper company will have the minimum number of highly skilled employees needed.  And this can only lead to better profitability.