Linking training to organizational impact

Organizations are successful to the extent to which they deliver things which are useful to clients. In order to run effectively and efficiently, many organizations spend large amounts of time and money in professional and technical training. If training is not linked to that which an organization uses, does, and delivers, the investment is better made elsewhere.The ways in which training may be linked usefully to the various levels of organizational efforts, results, and impact are described. Also described are (a) an allocation of where various categories of personnel (Technical/Professional, Middle-Manager, Senior-Manager, and Executive Senior Manager) work relative to the Organizational Elements Model; (b) cases-in-point concerning responsibilities and activities; (c) tools and techniques usable by each category of organizational member, and d) a training requirements identification and development cycle with an allocation of functions for determining who is concerned with each stage of the process. Finally, the relationship of the above with Needs Assessment and Needs Analysis is suggested.