Billions of dollars are spent each year on training the most important organizational asset: employees. However, employees are resigning from organizations at an unprecedented rate, citing the lack of developmental opportunities as one of the reasons. Understandably, organizational leaders want to identify the benefits and quantify measurable outputs resulting from training initiatives to ensure they receive a return on investment (ROI), but many training leaders are not successfully executing the task in a meaningful way relevant for chief financial officers (CFOs). As a result, training is often defunded during economic downturns or cost-savings initiatives and training data are not included in financial reporting mechanisms. The purpose of this study was to provide a body of research to advance awareness for CFOs on the value of training and the importance of the inclusion of training into organizational strategy. This study employed an exploratory qualitative study of 22 CFOs to gather empirical data on their beliefs about training, including what influenced their beliefs and what benefits they believed resulted from training. Participants also disclosed their levels of engagement with the Training function through the exploration of the relationship and the extent to which measurement and reporting on training occurred. Lastly, this study investigated the influences, including the beliefs of CFOs, that impacted the training budget. Four major findings resulted from this study that demonstrated complexities and challenges for CFOs and their relationships with training. First, CFOs acknowledged employees are an organizations' most important asset, and CFOs identified that training can produce numerous benefits, including those that support the employee and the organization. Conversely, the second finding was that CFOs overlook the concrete value that results from training. As the third finding indicated, for CFOs to better realize the value of training, CFOs need clearer measurement metrics and reporting processes. To enable improved measurement and reporting, the fourth theme identified that overwhelming opportunity exists to bridge the relationship gap between CFOs and the Training function. These data can be leveraged by the Training function to strengthen the relationship with CFOs, leading to an increased awareness of the beliefs about training, opportunities for greater investment in training for continued employee growth and development, and stronger organizational performance. After all, CFOs and the Training function ultimately work toward the same goal: creating value for the organization. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]