Discusses the design and development of training programs that take advantage of the capabilities of computers and/or computer-driven video systems and the capabilities of interactive training. (JOW)

Mission statements, operating principles, and general philosophy statements for a human resources development department were drafted and readers asked to tell which of these philosophies, mission statements, and operating principles come closest to describing the way their training and development departments work. Results are presented and…

Presents an overview of advances in technology-based learning aids and how they can affect training. It discusses five modes of computer-aided instruction applications, creating your own programs, and four types of learner responses to anticipate. (CT)

Discusses results of a questionnaire sent to "Training" subscribers concerning the question: "Should training/HRD (human resource development) practitioners be formally certified?" Answers to another question, "What is your idea of a workable certification system for training/HRD practitioners?" are examined. (CT)

Takes a look at the questions involved in designing customized training: What changes does management expect to see as the result of training? Who has information that must be included and excluded? How "customized" should the training be? and How will the training be delivered? (CT)

Electronic learning could be the wave of the future if training design can catch up. Performance support systems are becoming more flexible, accessible, and cost effective, whereas jobs are demanding problem-solving and analytical skills. (JOW)

Describes the human resources department at West Virginia University. Discusses the training needs assessment project, formation of an advisory committee, targets for training, budget restrictions, department faculty and staff, faculty attitudes about the program, training sites, use of video-based simulation, and how the program is currently…

Nine reasons that training programs do not succeed (for example, limited training resources, reasons for training unclear, critical nontraining factors ignored, management support is lacking, role of supervisor not recognized, little preparation or followup) and five training success factors (value, focus, power, mass, duration) are presented. (CT)

Planning details are suggested for producing a quality, cost-effective training video. Discusses choosing a video medium, writing the script, and deciding on production facilities. Tips to consider when hiring an outside consultant are also given. (CT)

Takes a look at the first two and one-half years of the Job Training Partnership Act: its purpose, how it compares to past job training programs funded by the Federal Government, service delivery areas, private industry councils, intended audience of the project, and project success stories. (CT)

The authors present a step-by-step approach to a phased-in career development model to help develop, restructure, evaluate, and implement a program. Steps include: examine existing practices; sell top management; communicate corporate philosophy; integrate the program; design workshops; and evaluate. (CT)