how can we develop a training program that will have a significant impact on our manufacturing staff? Jane Reynolds, special assistant in the personnel department, faced that challenge from a vice-president of the largest division of Maple Leaf Shoes, manufacturing. Training had never been a high priority at Maple Leaf Shoes, having always been viewed as an expense item, not an investment. If skilled workers were needed, Maple Leaf Shoes preferred to raid other companies to save training costs. If raiding was not successful, a quick on-the-job training was provided by more experienced employees limited to essential skills, since there was little incentive for the employees to be more involved. However, when the vice-president attended a convention of shoe manufacturers, he was surprised to learn how cost-efficient some other shoe producers were, especially in Italy and France. Although wages there were similar to the wages paid in Canada, the productivity of the Italian and French workers was significantl