I believe training should be one of the most important parts of an organization. Yet training is often (not always) one of the least important (if that is just perception, or reality as well, depends on the organization,). One thing I have tried to understand is why this discrepancy.

One observation I previously posted was that training promotions often lead to career ghettos.

But something that I would like to explore here is the reactiveness of training. Training almost always sweeps up after the parade.

• There is a big crisis, it is studied, it is researched, task forces look at root causes, and THEN training is presented as an answer and implemented.

• A new application is developed, piloted, tested, and THEN training is developed

• Sales people pioneer this great new technique, it is identified, vetted, and THEN training is brought in to scale it up.

This constant lag drives Type-A's batty. Almost all leave the department. Some flee to vendors, but then they still have to deal with the Type-B's who are left in the training department.

It is hard to know how to circumvent this, or even if it should be circumvented. But in understanding the role and profession, it is hard to ignore it much longer.