国内电力公司非常注重培训设施和员工的工作方式。除了非正式培训制度之外，对正式培训机制也有适当和有组织的办法。有一个学徒计划和伙伴制度的建立，使员工能够通过他们的同事和资深员工学习，无论是在职还是在职的培训过程。它为员工在工作中提高技能提供了大量的空间。为了在组织内部创造新的人才，对培训过程进行了持续的管理(Halvey and Melby, 2007)。
Domestic-Powerco had a sharp focus and attention to the training facilities and the working style of its employees. There was a proper and structured approach to the formal training mechanisms apart from the informal training systems. There have been an apprenticeship program and the creation of buddy system which empowered the employees to learn through their peers and senior both on the job and off-the job training processes. It provides ample amount of scope for the improvement of the skills within the working of the employees. There has been constant management of the training processes for the purpose of creating new talent within the organization (Halvey and Melby, 2007).
The pursuit for developing new talent has been pushed and promoted with the help of the organizational training mechanism. It ensures that the new talent receives the desired level of training which is necessary for them to pick crucial skills in work scenarios. Even the experienced employees are able to refresh their learning and skills with the help of the overall training provisions. When the organization continues to develop its skills and working, the management of the learning of all employees continues to improve which adds to the overall development of the organization (Noe, 2008).