Training is an essential component in ensuring that library customers have great experiences while they are there. According to Banjoko (2002), training is an organized process by which individuals learn information or skill for a specific goal; it is a method of equipping the employees, particularly the non-managerial personnel, with specialized talents. According to Abikoye (2002), training is the process of systematically altering the behavior, knowledge, and/or motivation of employees in a manner that is directed toward increasing the efficacy of the trainer and the achievement of organizational goals. According to Paradise (2007), training is defined as a structured way of learning and development that increases the productivity of individuals, groups, and organizations. Training, as defined by the Economic and Social Commission (2003), is a method for transferring information, fostering the development of skills, and bringing about changes in attitudes and behaviors. Training comprises improving one’s knowledge, abilities, and attitudes. These are the three most fundamental aspects that may be developed. According to Azino (2014), training in librarianship may be seen of as an organized planning process that is given to staff members of the library in order for them to develop technically useful abilities. Training, in the context of this study, refers to the process by which librarians learn new skills or procedures and, as a result, experience a shift in both their behavior and their attitude.
At its most fundamental level, training and development can be understood as any action that influences the behavior of individuals. It is frequently stated that increased productivity is the most essential justification for investing in training and development. Training and development are essential not only to increase productivity but also to motivate and inspire workers by letting them know how important their jobs are and giving them all of the information they need to perform those jobs, and librarians and library staff are not exempt from this requirement. Training and development are essential not only to increase productivity but also to motivate and inspire workers. According to Olaniyan and Ojo (2008), training and development of library employees has the potential to tackle a variety of manpower difficulties that inhibit institutions’ ability to achieve their maximum level of production. These can be summed up as follows: increasing productivity, increasing the quality of work, and raising morale of personnel; helping to develop new skills, knowledge, understanding, and attitudes for work; using rightly new tools and machines, processes, and methods; reducing waste, accidents, turnover, lateness, absenteeism, and other overhead costs in organizations; implementing new or changed policies or regulations; fighting obsolescence in skills and technologies; increasing p.o.s.t. (production output per hour worked
Employees development is a true instrument that institutions have at their disposal to enable them to make the most of the potentials possessed by their staff. According to The National Staff Development Council (2001), staff development offers direction for the creation of a professional development experience that ensures educators acquire the appropriate knowledge and abilities. [Citation needed] According to Treep (2012), staff development is a program that guides and encourages employees to acquire knowledge, increase their skills, and develop their abilities on an ongoing basis. Additionally, staff development is a coordinated effort to help employees learn to do their job better, and it also contributes to the continuous improvement of the organization through the growth and development of the individual in order to increase the effectiveness of all staff members.

An efficient program for staff development attempts to establish a discernible connection between the personal and professional development of staff members. According to Khan, Idress, and Khan (2013), the process of library staff development is one that focuses on the individual and professional development of employees and other professionals. Every organization strives to achieve the highest possible level of productivity by making the best use of the people and resources at its disposal. Without well-planned and executed staff training and development programs that are oriented toward enhancing the status and capabilities of employees, it will be difficult, if not impossible, to achieve optimal levels of productivity.

The purpose of the selection process is to locate candidates who have the knowledge and capabilities essential to successfully carry out the obligations of the position. However, new employees typically require some more training before they can truly contribute to the success of a firm. They have a duty to educate themselves on the nature of their workplace as well as the particular duties associated with their position. Additionally, it is necessary for them to become familiar with the policies and processes of the organization, as well as learn how they individually fit into the work group.

Azino (2014) argues, in support of the thesis made above, that human lifestyle can be significantly altered through the implementation of training and development programs. When someone refuses to be brought up to date, they risk falling behind the times. As a result of this, the following has been compiled as a summary of the benefits that come as a result of training and development: Increased knowledge, skills, and the development of positive behaviors and attitudes to work, increased organizational productivity and quantity products, improved workers’ moral, reduced turnover rate among workers, brings about sense of belonging among employee and reduces the rate of absenteeism, brings about better coordination of both human and non-human resources within the organization as it helps to save supervisors’ time and enhances employee’s chance for promotion.

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