随着业务技术的增长，本田遵循了必要的培训和开发流程，并对其人力进行了充分培训，使其能够意识到这些变化，并能够解释为什么未来的市场可持续性需要这些变化。人们以积极的态度对待它，并参与了本田管理层建议的技能和职业发展计划。在现实世界中，培训和发展包括学习、教育和发展三个主要活动。在这里，培训的重点是根据个人当前的技能发展个人的技能，他们必须执行一项活动。教育是一种个人为将来的工作表现所掌握的知识。它是根据这些工作来评估的。发展是一种活动，它关注的是雇佣个人的组织和他们在这方面应该扮演的未来角色，发展活动是有计划的(Mayrhoferet al.， 2016)。培训和开发的实践被分成几个利益相关者。一个特定的赞助者或组织承担T&D项目，而商业策划者正成为这些计划的客户。在这里，直线经理或主管的角色是查看培训过程、工作的资源可用性和参与者的角色。他们会检查这些受训者是否在采取必要的行动，并为未来的成长和表现接受培训。
Honda has followed the needed training and development processes with the increment of technology in the business and has adequately trained its manpower to be aware of the changes and was able to explain why such is needed for the future market sustainability. People took it with a positive stance and got involved in skill and career development programs as suggested by Honda management.In the real world, the training and development encompass three main activities like learning, education, and development. Here, training is focused on the development of the skills of a person in accordance to the individual’s current skills, which they have to perform an activity. The Education is the learning that the individual may hold for their future performance of jobs. And it is evaluated against those jobs. Development is the activity which focuses on the organization employing the individual and the future role that they are supposed to take in that respect the development activities are planned (Mayrhoferet al., 2016). The practices of the Training and development are being divided amongst several stakeholders. A specific sponsor or an organization undertakes the T&D program, and the business planners are becoming the clients for such initiatives. Here, line managers or supervisors role is to see the coaching procedure, resource availability for the job, and the role of participants. They check whether those trainees are doing the needful action and taking the training for future growth and performance.
The HR department acts as the facilitator between the various stakeholders to make the process successful. However, each group in the line may have their agenda and motivation that may be conflicting with others which have to be seen and eradicated. This would give a process-oriented training and development strategy for the people that are beneficial to the business (Kalman, 2012). In any organization, the training and development initiatives involve multiple stakeholders like the senior management, line managers, people or associates. They are to be trained specialists who are supposed to give the training to many stakeholders. Stakeholders have a significant role in such initiative. The senior manager’s role is to make the decision of the new input that people need to have. They also check the skill that is needed in a changing business environment. The line managers see to the need of training of the people working with them and give an idea of what the training input should be. They do development as per the need assessment of the training at a very initial level. Again, once the training program has seized the output or the developed skills are accessed by the people who are line managers, or supervisors who measure the training and development output and its benefits.