Training and development as a competitive advantage in the company

This work aimed to describe the training and development (T&D) process in a continuous way, existing in a national cosmetics company, as well as identified in the organization the need for training, determining its stages and performing a comparative analysis before and after training , describing the research participants' perception of training. The present research was characterized as exploratory and descriptive case study. The instrument for data collection was a semi-structured questionnaire, applied to ten employees on the company's front line. In which, five employees have already undergone training and have been with the company for three years and the remaining five, untrained, who were recently hired by the organization. As a result, it was noticeable that the employees already trained become partners of the organization, reaching the planned goals, acting safely in the service and presentation of products and promotions to customers. As opposed to untrained employees, who, due to insecure service, presented catastrophic results for the organization. For both cases the training must be continuous and necessary for a better performance. The most punctuated methodology for training was face-to-face, due to the interaction it promotes, thus facilitating the understanding and clarity of information.