My organization has not defined the training roles and responsibilities of sales trainers vs. sales managers. This makes it difficult for managers to effectively support training and is a barrier to employee success after training. Many managers seem to feel that because there are dedicated trainers on staff, they have no accountability for reinforcing learning or holding their employees accountable for their performance after training. As you can imagine, this is a huge roadblock to the effectiveness of training and the success of our employees.

I'm putting together a draft of recommended roles and responsibilities for the head of my department. I's there anyone with experience in a sales environment that has been through this excercise? I'd love to see what you've put together or hear your suggestions.

The manager of a department or division is "in charge" of training in that department. Depending on the size of the organization, one can take his/her first assistants to actually plan, implement, and conduct training, with the sales manager regularly pitching in. Besides that, there should be line trainers, i.e. experienced employees who train new-comers.