I was reflecting on what this job was like twenty years ago compared to what is involved today. The two things are worlds apart. The breadth, depth and level of detail that is recognised as needed to do the job properly has increased almost exponentially. A Training Manager in a medium size enterprise is likely to be involved in: • Organisational Development, • Needs Analysis, • e Based Learning, • Classroom based learning • Coaching • Evaluation Strategies • Induction • Management They are probably operating at all levels within the business, operationally, tactically and strategically and need more than a passing knowledge on a vast array of topics. It’s quite overwhelming when you start to consider that the individual needs to be competent in all if not most of these areas. By competent I mean either being able to undertake or do the work themselves or be adequately clued up and aware in the area that they are capable of identifying and assessing people who can undertake the relevant tasks. I frequently encounter people who have been thrust in to these positions either sideways from an HR Generalist role or have arrived from a function which has little to do with training and development and are essentially operating in a state of ignorance. It is therefore little wonder that so many organisations get training so badly wrong. A little more patience, a little more support and a little bit more encouragement in helping them to understand what they are meant to be doing is a core role of anyone who comes into contact with these people. It would at least be better than just scorn or derision.