As part of this month's theme on the Training Cycle, we are asking members to share your reflections on how training is managed, in principle and in reality.

Here, Wayne Mullen, Training and Development Manager at The Bank of Tokyo-Mitsubishi Ltd shares his experiences.

Is training planned strategically in your organisation? Yes.

Are you under increasing pressure to get more out of the same training resources? If so, how do you react to this? No - no additional pressure.

What has your training function done to improve the effectiveness and focus of training, and its impact on productivity? Brought training in-house.

How important is learning management now, and how is it handled? It's very important. We have deveoped a bespoke application which handles learning management and CPD requirements.

How can the value of training to trainees be enhanced? Through follow-up - to help transference.

Do you encourage employees to gain qualifications? Yes.

Is training needs analysis a regular practice? Yes.

Do you evaluate all training? If so, how? Some. Data is collected through appaisals (on line), questionnaires, verbal and written feedback.

What are the main principles of best practice in running a training department? Add value or keep away.

How can the status of training departments within their organisations be improved? Understand the language of the line, develop credibility though demonstrable results, be prepared to do things differently.

Submit your own responses to these questions and share your experiences with other training professionals.