While all three fields are usually held to be one and the same, practitioners instead view them separately (Garavan, Costeen and Heraty 1995). The field of training and development is said to have people taking on roles analogous to those found in the business world (Torrington, Hall and Taylor 2004). Senior managers take on the role of sponsors; business planners, meanwhile, are analogous to clients. The term ‘participants’ alludes to the trainees themselves and finally, the HRM staff are said to be facilitators.
Naturally, each of these groups will have their own agendas and ideas as to how best to go about the process, which may or may not come into conflict with each other. The most common instance is the conflict that often occurs between employees and bosses, and is the #1 reason for people quitting their jobs. As Dr. John Hoover (2003) explains, bosses are not perfect, and it is sometimes the case that their competence is matched or even exceeded by one of their subordinates. In such a case, pride must be swallowed if a healthy working relationship is to be maintained; as Hoover puts it, raw talent, knowledge and skill are rarely if ever more important than getting along well with one’s co-workers. This makes it necessary that people skills be part of the employees’ training regimen.
Bob Hamilton (2009) of Articlesbase stresses training and development as one of the most important things any business owner must keep in mind. Specifically, he says, this is something vital both for high-ranking executives and lower-level managers alike. It is recommended that the employees all have a good grasp of what their work entails. They need to understand what their duties and responsibilities are, and to have the skills necessary to carry these out as efficiently as possible. Giving them a guided tour of the facilities may help in this regard, as will a straightforward