In this regard Garaway (1991) believes that the Venezuelan organizations: There are no incentives for investing in people, there is an unfavorable legal framework and rules uncertain. On the other hand, are the obstacles of the same companies: lack of long-term vision and weaknesses in the strategies of growth, without which there can (and should) have personal development plans. There is a purely commercial approach and financier in the direction of firms as well as a mix of values and beliefs, some contradictory, about the man and work (p. 42). These contrasts are part of the reality experienced by most organizations in the country. Despite the ups and downs that can occur in the same, consider investing in training and training of people.

Definitely what most helps the organization succeed in its processes, is to have people highly prepared and identified with the organization .. Granell and Parra (1994) estimate that human resource management in the Venezuelan organizations is operational, focusing on personnel management work which revolves around the traditional functions of recruiting, selection, induction, compensation, collective bargaining and training. The organization as a whole, and especially in senior management and line management, with few exceptions, are not considered the issues involved in their people and tend to delegate to the industrial relations experts, psychologists or other professionals non-participants-and often not even know, the plans and strategic business objectives. Consequently short-term vision prevails, with an evident lack of human resources planning and design and definition of policies, which support the implementation of procedures and standards.