Training and the personnel function
The contextual conditions of buoyant market conditions threatened by predominantly skills shortage based recruitment problems point to two related factors, namely headaches for personnel specialists unable to recruit staff to sustain organisational growth and in consequence, a potentially favourable background for companies to undertake training for existing employees. As maintaining staff levels appropriate for organisational needs is primarily a functional responsibility for the personnel specialist, this chapter examines the role of personnel management in organisations and in particular its suitability and readiness to discharge training responsibilities. Small companies rarely use a specialist training function and responsibility for training is undertaken usually by a director or senior manager, for whom training typically represents only a minor part of overall activities. Training expenditure decisions were usually made at Board or senior management level and rarely by personnel alone, raising the question as to how much discretion personnel/training enjoys in raising and stabilising training expenditure.