This paper stresses that human behavior and relations tend to contribute to the construction of organisational processes that become obstacles to learning. These include the fears and anxieties that the possibility of learning generates; habits of mind that privilege doing over reflecting; managerial strategies to avoid conflict and difference; the protection of personal empires; or perceptions of work pressure and expectations. Worker training can be traced back to biblical times, with ancient Egyptians overseeing hordes of slaves being "trained" as well as driven by foremen, often of the slaves own nationality. Training was direct, task oriented, and on-the-job. The evaluation of that training was simple and based entirely on the outcomes of the employees’ efforts.
This report makes a conclusion that training is seen as pivotal in implementing organisation-wide culture change efforts, such as adopting total quality management, developing a commitment to customer service, or making a transition to self-directed work teams. Today’s proactive training functions have moved from simply providing training on demand to solving organisational problems. Trainers see themselves as internal consultants or performance-improvement specialists rather than just instructional designers or classroom presenters. Training is only one of many remedies that may be applied by the new breed of HRD practitioners. Lastly, training should be provided in a broad spectrum of content areas that in some cases may overlap with knowledge and skill areas traditionally taught in academic institutions.