A study explored current practice in organizing and resourcing training and development (T&D) using survey responses from over 100 major private and public sector employers and case studies of T&D functions in 6 organizations. Business drivers for T&D were senior management as customers; diagnosis of training as "the solution;" individual employees as customers; and translation of business needs into training needs. Diverse methods were used to deliver training. E-learning, use of the corporate university concept, and coaching by specialist coaches and line managers increased. Nearly one-third of respondents had in-company training centers; case studies showed varied ways in which they can operate. Research indicated a function struggling to find organizational forms to meet business challenges. Structural forms were centralized, key account holder, devolved, business partner, shared service, outsourced, and stakeholder models. A number of roles were predicted to increase in importance, including trainer as facilitator, organizational change agent, and policy strategist. Role clusters in training were training deliverer, manager, advisor, and designer and facilitator. Organizations predicted T&D staff will need to be increasingly skilled, with biggest predicted needs in business awareness, influencing and negotiation, and project management. Increasing demands of new training roles were leading to resourcing challenges, such as recruiting into T&D. (Appendixes include a 32-item bibliography and overview of case studies.) (YLB)