Abstract
In this paper, a case in the banking sector in France is presented because this is particularly illustrative of some advanced training policies. Hence it enables several general conclusions to be drawn about their strategic effectiveness. One particular conclusion is that a training programme aimed at raising educational levels or basic skills which is not rapidly and completely articulated to professional programmes and actions about career paths is doomed to raise frustrations and miss, at least partially, its objectives. To consider training as a strategic HRM tool is thus not enough: indeed, there is a complex reality of training in practice.