The IPD reckons not, but there are still a great deal of dissatisfied trainers out there. Andrew Rogers, editor of Training, marshals trainers' biggest gripes about the institute and gets the IPD to respond
Gripe 1 Training and development has been subsumed into personnel
• When two organisations merge, there is always a fear that one or other will gain the upper hand, and that the net effect will be a takeover. Since the marriage of the Institute of Personnel Management and the Institute of Training and Development in 1994, many members of the latter believe their fear was justified, and that training and development has become HR's poor relation.
Was this outcome predictable? At the time of the merger, the IPM was the much larger body with 54,333 members compared to the ITD's 20,939 (3,500 people were members of both).
Yet according to the IPD, around 40 per cent of its members are involved in training and development which makes them a sizeable minority.
What makes it all the more extraordinary that T&D people should feel second class is that education and learning is enjoying a vogue of which other HR practitioners could only dream. The Government is pumping money into initiatives such as the University for Industry like there is no tomorrow, and business commentators and leaders talk endlessly about human capital, the knowledge economy and skills. Investment in people development has never had such a high profile.
Nick Isles, the IPD's head of external affairs, maintains that far from failing to capitalise on this wave, the IPD has contributed to it. "The IPD has been at the very forefront of helping develop government programmes dealing with investment in and development of people," he says. "A large number of members including training members have been involved in consultations on government legislation and programmes."
Gripe 2 Training and development should be recognised as a profession in its own right
• "People do not question the notion that teaching is a profession, so why not training? What is the difference apart from the age of the learners?" questioned Jeffrey Brooks, one of the founders of the fledgling Institute of Training and Occupational Learning in the March 2000 edition of Training.
Many training and development specialists share this view of training as a distinct functional specialism which deserves its own voice separate from human resources gener