Test, train, test again Available to Purchase

A lot of so‐called training has about as much relevance to the organisation's needs as does the game of Monopoly to the property business. In part, this is due to the fact that a great deal of training stems from managerial initiative not based on a diagnosis of trainee needs. Employees may be sent to training courses for inappropriate reasons — to solve morale problems; to pay lip service to requirements laid down by top management; as a reward; to build the manager's ego; to get someone “out of their hair”; or sheer tradition/inertia (Buggins' turn). In many cases a manager's decision to send a person on a course is made on the basis of one or two comments they receive, and not always from people who have themselves attended recently.