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Costing training activity is one of the most poorly performed business functions. Presents a pragmatic solution to the problem. Beginning with the philosophy that the decision to train is an investment decision like any other, a process focusing on performance factors is followed that takes into account direct and indirect costs, the measurement of alternatives and the estimation of net benefit. Throughout, the unavoidable use of qualitative inputs is documented, so that final results allow management to buy into the costing formula.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09696479510075606. When citing the article, please cite: Phillip C. Wright, Monica Belcourt, (1995), “Down in the trenches: learning in a learning organization”, The Learning Organization, Vol. 2 Iss: 1, pp. 34 - 38.

Based on the argument that employees cannot be empowered until they are competent performers, illustrates how on‐the‐job training (OJT) is essential to operationalizing learning organization concepts. While not a lost art, OJT needs to be revisited as a cornerstone of training theory and practice. Outlines the steps in OJT, therefore, within the learning organization context.

Using a model that defines the manager′s job as a core of basic skills surrounded by a variable and varying envelope of discretionary tasks, links career management to the organization′s strategy through the coaching process. The key factor is to ensure direct transfer from the “learning venue” to the “work venue”. Thus the workplace is seen as the most appropriate venue for management development, an activity related directly to career management.