Abstract
Company training is usually initiated in response to the emergence of two kinds of training need; one may be termed reactive and the other proactive. The former arises out of an immediate and urgent on‐job production or productivity shortfall for which a behavioural cause has been identified and separated from other causal factors. In contrast, proactive training may be closely associated with an organisation's corporate strategy and manpower plan. It is very much future oriented and comes about because of anticipated technical developments and/or predicted changes in the general economic and business climate, or through results of management development and personal replacement actions and policies.
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