We explore the relationship between training and innovation using key insights from the resource-based approach, organizational learning and labour studies. By using data from 304 large enterprises in Italy, the study highlights a twofold role of training in favouring technological and organizational changes. First, training plays a role in allowing the acquisition and the assimilation of new knowledge. Consequently, firms in which the provision of training is part of a bundle of high-performance management practices are more likely to undertake technological and organizational changes and to develop new competencies internally. Second, training supports firms in the assimilation of technological and organizational changes. Consequently, firms that undertake these changes exhibit a superior participation rate for employees and greater time intensity of their training programmes. Firms' inclination to develop new competencies internally does not affect, however, the intensity of training, thereby suggesting that organizational learning processes do not start by a broad involvement of employees in formalized training programmes.

Many people go for training to upgrade their skills which is hoped to pave the way for better pay. But what are the kinds of skills that really affect wages? Employers have emphasized the value of generic skills such as interpersonal and communication skills, teamwork and problem solving. Does possession of these skills translate to at least the same or better wages as compared with having broad skills represented by educational qualifications and job-related training? This paper, arising from the research project on the Skills Utilisation in Singapore, aims to answer which skills can have more influence on wages and which job-related training in terms of training duration can have more impact on wages. Using ordinal logistic regression, our findings show that educational qualification and initial training time can influence wages as well as utilization of leadership, planning and problem-solving skills.

Psychometrically sound evaluation measures are vital for examining the contribution of professional training to organizational success in a reliable manner. As training evaluations tend to be both time-consuming and labor-intensive, there is an increasing demand for economic evaluation inventories. Simultaneously, evaluation measures have to meet psychometric standards. The present paper develops a time-efficient training evaluation questionnaire that (1) has psychometrically sound properties; (2) measures more than the participants’ reactions; and (3) is widely applicable across different training contents, thus allowing for comparisons of training programs within and between organizations. The Questionnaire for Professional Training Evaluation is primarily developed for use in practice but is also applicable to field research and covers short-term as well as long-term training outcomes. Analyses based on a total of n = 1134 employees show the stability of the factor structure and hint at the questionnaire's differential and discriminant validity. Theoretical and practical implications are discussed.