ABSTRACT
This chapter considers the implications of the new role for the training manager in the modern organization. The role that the trainer should play in the organization is a subject of continuing discussion. Current practices demonstrate wide differences with respect to delivery of training. The training professional who wishes to fill a strategic-facilitator role must be prepared to devote some of his or her energy to assisting the broader human resource function in redirecting its own activities. Two perspectives on the trainer's task are considered. First, regardless of the role of the training manager, skills enhancement is perceived as the main justification for the existence of the training function in the organization. This activity must take place at the strategic, tactical and operational level. The second perspective comes from an analysis of modern systematic training. The ability to exert an influence in the organization beyond formal authority is the most important skill required by the trainer.
