Abstract
PurposeThis article outlines the important role that HR directors can play in proving the value of training within organizations.Design/methodology/approachExplores what is getting in the way for HR directors to prove the value of training and offers solutions.FindingsIdentifies factors that contribute to the uphill struggle that HR is having in elevating its role and in proving the value of training: the disconnect between the HR and training functions; reporting on the “wrong” things; and lack of commercial linkage.Practical implicationsDemonstrates how HR directors can elevate their status within the corporate hierarchy.Originality/valueTargets HR directors who seek to prove the value of training within organizations.
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