This case reflects on the concept of training activities adopted by UNIMED in Greater Florianópolis between 2008 and 2010.Seven years ago, the organization saw a need to expand its units and contract more employees. The managers of the cooperative hired an outside consultancy firm to review its processes and activities, with the aim of reevaluating the existing organizational structure. The Personnel Management Department began to focus on organizational strategy, strengthening principles and practices of personnel management, and directing efforts to transmitting the expected objectives to its employees. The restructuring led to a subdivision of activities, with the department gaining a Personnel Management Division, a Personnel Management Team, and a Team of Advisors to the Board of Directors. It was then decided to expand the employee training activities, through three programs: the Mentor Program - initial and technical training for new employees; UNIMED Professor - technical training; and the “Saber Viver” (Know how to live) Human Development Program - training focused on behavioral skills. The results have been positive; however it is worth reflecting on the way these activities are designed, in order to determine whether the organization will cover the diversity of candidate profiles that the social and political scenario of the country demands, and whether the required competencies are actually being developed.