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At a time when industrial expense is under great pressure, particularly training budgets, it is of great importance that training is carefully focused, to ensure that organizations obtain the maximum benefit. The widely accepted procedures for evaluation described by Donald Kirkpatrick almost without exception have been applied only at level 1 (Student Reaction forms). Many researchers have questioned the value of this part‐application of an evaluation strategy. This new system of training effectiveness evaluation not only forms the basis of individual analysis, but also allows group deficiencies to be explored over time. The method based on self‐perceived skill gap measurement allows the monitoring of skills management at individual departmental and organizational levels and gives management, for the first time, a control measure to which skill management budgets (of which training is a part) can be compared.

Evaluation of industrial training has been accepted as important by the commercial community for at least the last 30 years, first as a means of ensuring the quality of provision, and second as a means of justifying cost in terms of time and money. Kirkpatrick developed the evaluation model that has almost without exception been accepted throughout the world. However, acceptance has not been followed by implementation. A number of surveys conducted throughout this period have indicated little application. Discusses their findings and supports their conclusions following a survey of 620 companies in the south of England.

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Suggests that increasing competitiveness in the corporate environment demands new managerial skills which reflect the key values of 1990s employee behaviour – i.e. quality performance in line with the constantly changing requirements of clients and colleagues. Points to the dramatic increase in management training as one way of enhancing managerial creativity and skill, and asks if such training programmes actually work, and if they can help managers to overcome their often unproductive work habits. Describes a successful management development programme aimed primarily at directors within a large, multinational insurance broking firm. Concludes that it is crucial that such training helps managers to adjust to, and deal with, their environment by encouraging them to learn how to learn and to use this capacity to confront performance problems and to work with others to overcome them.