If the T&D function can report to the chief staff officer of an organization,it can just as logically answer to the chief operating officer—and with rather greater impact. Many T&D managers prefer this arrangement. Among its advantages:
Of course, one disadvantage of this placement is that there is no natural mechanism by which the T&D manager can access performance problems on the staff side of the organization—and therefore no mechanism by which staff managers can access the T&D manager to ask for help. Obviously, such mechanisms can be devised, installed, and made to work just as they have in the reverse placement.
It is equally obvious that some organizations can afford—and do require— a T&D manager on both the line and staff sides at the executive level. About the only problem arising from this dual arrangement is the occasional skirmish over territorial imperatives. For example: Which one is responsible for management training and development? Who handles the training in a new technology that cuts across the line/staff barrier?
An answer to these questions is the final placement we might consider in answer to our question, "Where is the Training Department located?"
Training and Development Related Interview Questions
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Training And Development Tutorial
The Need For Training And Development Departments
Function And Role Of T&d Managers
The T&d Department And The Organizational Structure
Identifying Training Needs
Responding To Individual Training Needs
Training Isn't Always The Solution
How Do People Learn?
Enhancing Transfer Of Learning
Training And Development Budgets
Measuring Training And Development
Assessing The Results Of The Training Programs
Selecting And Retaining The T&d Staff
Does Employee Development Pay Off?
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