The first feature that combines the researches, conducted simultaneously in three European countries, Italy , Greece and Poland is certainly the size of the companies that have typified the universe taken as sample. By analyzing the data collected in each research what emerges is that the definition of small and medium enterprises (SME), though conceived at an European level, doesn't suit well with the realities represented by the three European countries involved in the project. In fact, most of the interviewed companies count less than fifty employers.

Our research, we recall, has focused on three industries: Furniture-Wood-House furnishings, Metal mechanic and Shoe wear. The specificity of these areas, where the work process consists in numerous stages, each one supervised by qualified personnel, has inevitably brought to emphasize the importance assumed by the personnel engaged in the production and in the sales. Another fact, that equals the productive realities of the countries taken into examination, is the ascertainment that the finding of the professionalism, and therefore of the competences, is preferable if drawn from the vocational training system or from other companies of the same industry, areas where qualified personnel already comes from and who are often trained, in a single word "competent" and "with experience". Such case concerns mostly the Shoe wear industry.

Reading the collected data, what emerges is the importance of the strategic dimension, which in the company's organization field is owned by the executive function. In such sense, the research conducted in Greece helps us understand this dimension which is directly proportional to a well defined case that is typifying the local job market, i.e. the demand's increase of the Management, Plan and Technological Innovation areas. The attention given to the transversal competences, or "social competences", so quoted in the analysis of the collected data in Poland, seems to have the highest priority in terms of importance from a functional point of view, for the growth of the organization which is first of all made by people. The relation and the communication, as well as the ability to manage and to self-manage, join the positions of the Italian, Greek and Polish entrepreneurs interviewed. In the production field of vision it is fortunately spreading the European dimension of training, which conceives the individual in his total meaning and places him in the center of the training process where he must identify himself and be identifiable. As the research shows, such sensibility, in a past not too remote, that is in the last three years, (period of time taken into examination), has been weakly carried out in planning activities and/or in analyzing the formative demands of the company's personnel. This lack is the result of the little familiarity that companies have showed towards the instruments and the financial opportunities offered by the competent Public Authorities at a local and European level. The demands' analysis procedure has been formalized only in large sized companies. It is comforting to discover that the subordinate cause for this kind of activity is mostly linked to the political management needs. As regards the typology of training products adopted by the interviewed companies, what emerges is the important differentiation in the tastes and in the access procedures.

In particular, if we consider as example the training path turned to the adjournment of Health and Security laws in working places, whereas in Italy the strong approval to this kind of path is linked to the need of accomplishing specific juridical duties, in Poland the basic competences, where Security is one of them, hold irrelevant positions in the scale values of the training choices carried out by the companies. In Greece the choice is oriented towards training products whose aim is that of fulfilling the exigencies of an economical and dimensional growth, thanks to the introduction of new managing and controlling models, a competence that doesn't seem to hold an essential role in the interviewed Polish companies. In short, the analysis of the data until now collected, shows a rather diversified picture compared to the weight given to the technical/professional competences, even if the fact that combines the three European companies involved in the research is certainly the attention towards the relations and abilities field management at any level and /or professional organization. On the other hand it is shared and widespread the conviction that to revitalize and to improve the performance and the company's results, the companies today can't ignore that their survival depends mostly on their people's ability, on their skill in knowing how to assure and manage complex and sophisticated competences, on moving in bigger fields, not restricted by their own reality.

In such sense a relevant role is given to the training activities' planning, even if the research reveals that this kind of activity is formalized in a well defined and recognized path only in very few companies.

The Training, at an European level, has traditionally moved according to two rather opposite logics. On one side adopting a system and a program approach, with an high rate of stability and previsions according to the interventions' definition: it is the typical case of school training, academic training, the masters and similar. It's a matter of courses prearranged by subject experts where propaedeutics is obligatory and also timeliness is well defined. On the other side instead, especially within the working contests, training has absolutely adopted situational, contingent models, fulfilling in an empirical way the emerging needs: it is the case, for example, of the apprenticeship or the supported jobs. In conclusion, what makes useful and functional a training intervention within a company is the project that supports it, the intention of a plan that pursues an aim and that combines in a coherent way the actions that have a precise origin and purposes and that fulfills the needs and the property's expectations. In other words a SME's Training Plan.