would be competing with other candidates, job applicants tend to see the selection process as an opportunity to prove their potentials and skills. Through the selection process, applicants get the chance to prove themselves worthy of the position and in the process build confidence and a stronger personality. In interviews for example, workforces get the chance to express their thoughts and views and in the process show their communication and interpersonal skills. Consequently, these experiences allow individuals to explore their skills and potentials and at the same time develop self esteem.

Going now to training, organizations normally see the training process as a systematic approach to developing and enhancing the skills and capabilities of the workers in a way that would add value to the organization. According to Gerber (2000) the complex nature of the business in the twenty first century calls for highly qualified and competent workforces. Furthermore, Gerber (2000) claimed that work has become more demanding and requiring for a ‘smarter’ workforce. Consequently, the organization may respond to these external pressures by harnessing the skills and capabilities of the workforces, which may be achieved by designing and facilitating training programs for the workforces.

Fundamentally, effective training programs and approaches would guarantee that organization’s workforces are equipped with the appropriate knowledge and information to efficiently perform their tasks (Acton & Golden 2003). Subsequently, trained and efficient workforces tend to produce better results than workforces that have not undergone training. Resultantly, overall productivity and efficiency may be improved and sustained on a long-term basis. Moreover, organizations also rely on training to cascade new initiatives. For example, organizations attempting to introduce new concepts, such as total quality management (TQM) and othe