Anticipatory evaluation emphasizes the role of evaluation objectives in planning human resource development programs. In this integrated approach, evaluation begins before the program is designed and continues throughout development and implementation. (SK)

Looks at eight types of case studies, offers pros and cons of using case studies in the classroom, and gives suggestions for successfully writing and using case studies. (JB)

The author discusses various causes behind conflicting data collected from students in the evaluation of training programs. He covers such potential problems as statement misinterpretation, sample size, timing, and placement. (CH)

Evidence shows that evaluation practice is limited to direct support within training: little action takes place with other organizational units. Evaluation must have a significant role in the overall human resource function of an organization and must be a part of the planning function. (JOW)

Discusses methods of evaluating training programs. Includes five ways to evaluate supervisory training, how to collect data, ways to administer questionnaires, responsibilities of those who supply training programs, and criteria for good evaluations. (CT)

IBM has found that an input-process-output (IPO) approach to training evaluation enables decision makers to select the package that will ensure the effectiveness of a training program. Those who use the IPO model can determine whether programs are achieving their purposes and can detect the changes needed to improve course design, content, and…

Describes a training-evaluation method that assesses whether participants remember what they were supposed to have learned and know how to apply it on the job. (Author)

The author describes his experience in designing and conducting a follow-up study for determining whether a series of career development workshops achieved immediate postworkshop objectives and whether they had longer-term effects as well. Process is emphasized over findings. (CH)

Summarizes major concepts and approaches of the Evaluation Training Consortium project, showing how they relate to evaluation in the human resources development context. (CT)

Describes Merrill Lynch's Account Executive Simulation Exercise: a three-hour simulation designed to evaluate job applicants' potential for success as account executives from their performance in the role of an account executive. (CT)

Suggests using Kirkpatrick's four-point framework to design evaluation of training programs. The points are (1) trainee reaction to the course, (2) trainee learning, (3) trainee behavior on the job, and (4) organizational results. (CH)

Evaluating training programs through the use of checklists is explained. One sample checklist is presented for use by managers, supervisors, and/or evaluators for the program design and developmental process evaluation. Another checklist is presented concerning learning conditions. (CT)

Describes a career/life planning program. Its elements include orientation to career/life planning; personal assessment and planning strategy workshops; and skills assessment. Evaluation procedures and results are included. (CT)

To improve an ongoing training session, the author suggests holding 20- to 30-minute evaluation meetings at the end of each day. Trainers and representative trainees identify learning problems, air issues, and propose modifications for the next class or session. (SK)

Reviews three areas of knowledge needed to select an appropriate needs assessment strategy: (1) the criteria for selecting the method, (2) nine needs assessment methods, and (3) a means of categorizing methods. Provides an example of an assessment activity conducted in a small rural hospital. (LRA)