Trainers interested in enhancing computer-assisted instruction with graphics should ask (1) What are the training objectives? (2) What technologies serve these purposes? and (3) What is the most cost-effective alternative? (SK)

To avoid "crisis training" and gain management support, professional trainers should develop a comprehensive training policy that includes a mission statement, goals and objectives, a management system, needs assessment, costs, record-keeping method, and evaluation mechanism. (SK)

Employees often want training in areas that are irrelevant to their jobs or inconsistent with organizational objectives. A well-designed questionnaire can weed out training wants to uncover an employee's true training needs. (Author)

Twenty training professionals in different occupational groups rated eight steps in the training process from development to execution to evaluation. Accountability proved to be a key factor in training success, while needs assessment is usually not well executed. (SK)

It is possible that the emphasis on increased accountability in the training function may drive out programs that cannot demonstrate quantitative, measurable improvements in performance or results. Five levels of issues in training evaluation are (1) work versus perk; (2) substantive versus symbolic; (3) external versus internal; (4) behaviors…

Outlines problem-solving steps and describes force-field analysis as a technique for diagnosing human resource development/training problems and needs. (SK)

This article explains a performance-oriented approach to outlining technical training needs. The performance improvement cycle is discussed and the three main activities in that cycle are described. They include need detection, task identification, and collection of task performance data. (CT)

Six steps to successful needs analysis are (1) collect information about the organization, (2) identify potential training opportunities, (3) conduct a performance audit, (4) select and test content areas, (5) determine the required skills, knowledge, and abilities, and (6) verify this information against the organization's issues and goals. (SK)

When managers apply the skills they learn, the techniques associated with leadership training often do not translate to improvements in employee productivity or in organizational productivity or profitability. (JOW)

Describes two programs used by the Ford Motor Company to train manufacturing skilled trades personnel. Programmable Controller Maintenance Training Program for Industrial Technicians and Troubleshooting Strategy Program use simulation and provide improved task performance after training. (JOW)

Evaluates the effects of various maintenance-of-behavior activities as experienced by supervisors of an industrial organization. Includes lists of activities, conclusions, and recommendations. (Author/JOW)

Recognizing that trained managers and supervisors are sorely needed, particularly in today's economy, the author discusses the historical pattern of training and calls for improved methods by those responsible for management training. (JOW)

In a survey, clients and consultants agreed that actions fostering success are the following: agreeing on objectives and evaluation measures, providing flexible approaches, gaining commitment, and preparing the consultant. Both cited unclear/unrealistic objectives as a pitfall. To improve client/consultant success, guidelines can identify the…

Reports findings of a survey of 12 major companies and 20 researchers and administrators to determine the importance placed on corporate training. Discusses which companies or divisions are using training, what factors affect or inhibit training, and policy considerations. (CH)

The author argues that curriculum design requires viewing the whole fabric of management training in its totality; individual training programs are created from this perspective. The challenge in this case is to build a coherent plan that will provide structure and unity to the whole management training program. (Author/SSH)