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In our first article, we looked at numerous sources of ineffectiveness and inefficiency. Our second article demonstrated that certain popular economy measures do not have the desired effect. On the basis of this analysis, we conclude our series with a third article containing a number of suggestions as to how to improve the effectiveness of industrial training. We also describe briefly the way we are attempting to boost effectiveness in the Netherlands.

Companies spend a great deal of money on industrial training. In our practice as training consultants within the Netherlands Post and Telecommunication Administration, we come across many reasons why this training effort does not have the desired effects. This article is the first of a series of three in which we share the results of our field studies on this subject and our ideas for improving the effectiveness and efficiency of industrial training. The first article focuses on sources of ineffectiveness and inefficiency of training efforts.

In our first article, we looked at a large number of sources of ineffectiveness and inefficiency in industrial training. Most of the problems are related to the way line managers deal with training questions. To many line managers, it is far from obvious that a great deal of thought needs to be give to effectiveness. But the situation is different in the case of senior management and the management of training departments. They are trying to take measures to improve effectiveness and efficiency. In this article, the second of three, we also express some doubts as regards measures which are popular in those circles.