This is not a static question in my mind, but needs to be seen in context how you understand yourself as an organization. I would suggest a meeting where you work on role learning plays in your organization, and once you have decided on that, the organic position for the training department will become evident.
Max

www.maxfxx.net

I'm impressed with the posts that you have received so far -- a great discussion. Here is my "two cents" worth.

At its essence, training is about changing the behaviors of people, an endeavor that is often referred to as "change management" in American organizations.

Any staff function dealing with "change" must report to the President or CEO of the company -- whatever function is regarded as the top person in the organization.

HR is usually a "transactional" organization which is preoccupied with hiring, terminations, benefits, and personnel policy administration. Training will not work well as part of HR, because training is "transformational" in nature, and will be smothered by the details and administrivia of HR.

Quality is also a bad place for training because it is generally limited to keeping control on operations, or improving processes and systems. Training, if properly done, should be strategic -- connected in spirit to the strategic direction of the company.

While training will improve HR and Quality over time, it should be a separate endeavor, connected to and driven by the top people.

Good Luck