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PART D: LEADING AND MANAGING INDIVIDUALS AND TEAMS 
 
412
 
 
5
Responsibility for training and development 
Increasingly, 
responsibility for training and development
is being devolved to the individual learner, in 
collaboration with line managers and training providers. 
5.1 The trainee 
Many people now believe that the ultimate responsibility for training and development lies not with the 
employer but with the 
individual
. People should seek to develop their own skills and improve their own 
careers, rather than wait for the organisation to impose training upon them. Why? 
(a) 
Delayering means there are fewer automatic promotion pathways: individuals need to seek non-
'vertical' paths to greater interest and challenge in the job. 
(b) 
Technological change means that new skills are always needed, and people who can learn new 
skills will be more employable. 
5.2 The human resources (HR) department or training department 
The human resources department is centrally concerned with developing people. Larger organisations 
often have extensive learning and career planning programmes, managing the progression of individuals 
through the organisation, in accordance with the performance and potential of the individual and the 
needs of the organisation.
5.3 Line managers
Line managers bear some of the responsibility for training and development within the organisation by: 

Identifying the training needs of the department or section 

Assessing the current competences of the individuals within the department 

Identifying opportunities for learning and development on the job 

Coaching 
staff 

Offering performance feedback for on the job learning 

Organising training programmes where required 
5.4 The training manager 
The training manager is a member of staff appointed to arrange and sometimes run training. The training 
manager generally reports to the