Training programmes, necessarily, will have to be followed up by a rigorous exercise of “impact evaluation” involving analysis of employee behavior, perceptible changes in operational and behavioural efficiency, observing emerging business practices a little more closely etc. Perhaps, the biggest barrier to training initiatives is resistance to change.
The most prominent example in this regard was the initial reluctance that banks in India displayed, when computerisation of work processes was introduced in mid-eighties. The ultimate objective of any training that targets the management of change is the ease with which the change is accepted leading to self-actualization for the employee and tangible benefits for the banks.