Sales training programs require continual evaluation. The authors present a conceptual model of the interrelationships of planning, training, evaluation, and modification (IPTEM) in corporate sales training programs. (CT)

Attempts to bring a practical emphasis to the subject of sales training guidance for both newer and more experienced sales trainers. Explores the potentials, procedures, and possible limitations of applying a strategic planning process within corporate sales training functions. (CT)

The author attempts to clarify how, in Finland, interests of industrial employers in regard to qualifications of the labor force have changed and how industry has tried to improve personnel qualifications through its own training programs. (CH)

The British Open Tech Program (OTP) is providing technical training and refresher courses to any adult interested in learning. The development, structure, and delivery of the program (which has had an ethusiastic response) are discussed. (JN)

Provides an outline by which corporations can develop internal auditing programs to comply with government standards. Points discussed include roles and responsibilities; instructional design; and supporting documents. (MDH)

Describes a project conducted to improve training in industry. It produced and validated a training technology system and developed a program to prepare corporate personnel in the use of the system. This system and a related training technology course are reviewed. (CT)

Identifies issues to be considered in deciding whether a community college should become involved in industrial training (e.g., local needs and attitudes, faculty attitudes, and personnel implications). Suggests an organizational model for delivering customized job training. Identifies program benefits and potential problems. (DMM)

Outlines the similarities and differences between traditional degree programs and industrial training programs and offers suggestions for colleges initiating industrial training efforts, covering areas such as administrative responses, the target group, internal communication, faculty, instructional implications, program delivery, finances,…

The author describes the Training Technology System, a model for separating training from nontraining problems and a means of systematically solving training problems in industry and business. He lists the system phases: (1) analyze, (2) design, (3) develop, (4) implement, and (5) control, and he critiques the system. (CH)

Community and junior colleges play a vital role in the economic development process. They serve as catalysts in planning and implementing the efforts of the involved groups. They also provide technical assistance through program offerings, services, and resources. There are specific ways that each group involved can display a commitment,…

Provides answers to three questions about the implementation of computer based training: (1) What kinds of training adapt to CBT? (2) What human resources will you need to adapt training to CBT? and (3) What strategic approach meets your training needs in converting to CBT? (JEG)

Describes the results of a joint project of St. Cloud State University (Minnesota) and DeZURIK Corporation (a manufacturer and distributor of industrial valves) which developed and implemented a technical training needs questionnaire for use with the company's employees. Student involvement in the process is noted. (MBR)

A framework for industry-based training in community colleges consists of nine models: three program types (standardized, personalized, and customized) that each teach three types of skills (general, generic occupational, and job specific). Administrative considerations include funding, academic credit, course location, evaluation, and liaison.…

Faced with a changing economy, the Houston Community College System (Texas) set goals and objectives to pull together its resources in response to the crisis in the Houston area. This article describes successful strategies and approaches used to network, market, and develop company partnerships and training activities to meet local needs. (Author)

Describes a program through which employees were assigned to positions other than their own for job training purposes. The benefits of such a cross-training program, factors that should be considered prior to program planning, a model for effective implementation, and follow-up to promote retention of new job skills are covered. (KRN)