luable practical support such as study time off, paying fees, providing loans for books and materials and mentoring. It is also important that employers are seen to value learning and to recognise and reward the efforts of staff who pursue learning opportunities. Employers and employees may not always agree on training priorities and the emphasis of company training needed to shift somewhat from strictly job-related skills training to a broader learning base, which encourages employees to seek opportunities for learning. There is much praise for those large organisations, which had invested in in-house learning centres but a recognition that only very large companies could afford to do this. On a smaller scale other possibilities such as employers’ scholarships is worth development. Employees will take the development transferable skills seriously if they feel that training is something, which they are directly involved in, responsible for, and gives them options, not something that is 'being done to them'. Increasing individual responsibility for skills transferability, in which employees and managers are expected to be aware of the potential relevance of their skills across diverse functions of the organisation, has problems. As organisations become increasingly complex it becomes more difficult for individuals to keep up with the ways in which their skills can contribute to organisational success. To combat this problem line managers are taking on the role of learning facilitators, coaches and mentors. This, in turn, creates the need for a new type of training in 'soft' people skills for these managers.It is important for industries today to update and continuously improve employee skills. This not only keeps the employees current, it allows for standardization of practices and procedures that can result in more uniform work practices. Most employees will appreciate the upgrades and be more apt to produce more as they will know...
