ABSTRACT
It seems useful to think of the Training Manager's job as having seven basic steps which form a cycle. These steps are repeated again and again with variations. The training function may be fed problems by line management and required to solve them. Often, if not usually, these problems are not what they seem. Line management may indicate which problems are crucial and which are not, but often the Training Manager must try to work out for himself. A target population analysis specifies who is to be trained, how many of them there are, when and where they will need training, and their important and relevant characteristics. Training premises, workshops, tools, equipment, etc. have to be evaluated, chosen, justified, fought for, procured, stored and maintained. Generally speaking the training process should be evaluated immediately, at the end of the process.
