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Abstract

It is apparent from the range of abilities and experiences called for that no one man will possess all of them and, indeed, only the largest firms will be able to employ all the necessary skills on their full-time staff. Organising training in the real situation is a question, therefore, of assembling the necessary resources, and probably using internal people who aren’t ‘training’ staff and also a measure of outside help. Whatever is the right balance of resources, it is important to establish (relatively) permanent and responsible relationships. The case for using part-time or outside help does not mean the ad hoc use of consultants, with no feeling of permanence, responsibility or follow-through on their part. The correct balance should be worked out to suit the firm’s size and sophistication, and the arrangement should be maintained and co-ordinated by one man.