Discusses an effective way to develop a training program in a few days or weeks without shortchanging the company or the participants. (JOW)

Discusses the importance of avoiding training programs that look great on paper but do not work well in actual practice. Advocates focusing on the people and not the program or training technology. (JOW)

Four major considerations must be taken into account when planning a training program: content, external constraints, skills and preferences of faculty, and learning styles of participants. Understanding differences in learning styles can significantly affect the outcome of training. (JOW)

Discusses a thorough, clearly documented, fast way to design training programs. The method is particularly good for programs that are too long, used repeatedly, or involve a series of related programs. (JOW)

Although appropriate rater behaviors are critical to the success of any performance appraisal system, raters frequently receive little or no training regarding how to carry out their role successfully. This article outlines the major elements that should be included in an effective rater training program. Suggested training approaches and the need…

Outlines the author's observations and experiences while designing and delivering a training program at the Professional Institute of the Public Service of Canada. A two-day course acquaints union stewards and prospective stewards with their functions; a three-day advanced course examines legislation and collective bargaining and deals with other…

Various types of human resource accounting systems are described and analyzed: asset models, expense models, the utility formula, cost/benefit analysis, and a comprehensive program design. Steps in this last design (e.g., review all jobs in the organization, analyze training needs for targeted jobs, determine training programs that have the…

To ensure significant improvement in individual and organizational managerial effectiveness, the design and implementation of soft-skill management development programs need to address the six factors leading to change resistance and the five critical elements that contribute to success. These factors and elements are discussed in detail. (CT)

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)

Four training experts are interviewed regarding developing training programs on an unfamiliar topic. They all said: teach yourself first, determine the needs to be met, and use the experts. They disagreed on the degree of knowledge a trainer should attempt to achieve and the types of resources trainers should use. (CT)

The author points out that the experiences of women and children closely affect each other, yet in development programs over the past 20 years projects have been designed either for one group or the other--but seldom with both in mind. She provides examples of successful programs that focus on both groups. (CT)

Agencies which accept a responsibility for sharing in the training process need to be prepared to make the necessary adjustments to their programing and internal organization, but above all, they need to prepare themselves effectively for adequate placement evaluation. (CT)

The author states that the real purpose for a training department's existence should be to help determine if training might be the best solution to a problem or a key contribution to an opportunity. How to cut training costs is explored. (CT)

Grassroots Educare Trust is a training and service organization for community-controlled educare centers. Sharon Hostetler, a volunteer community health worker/trainer, helped launch a 6-day health program for educare workers in South Africa. In post-aparthied South Africa, the preschool field has been identified as an important target group for…

Four human resource managers present their recommendations for establishing training/human resource development departments. They discuss the following elements: chief executive office support, the role of formal needs analysis, the role of operating managers, market research, and having a sense of teamwork. (CT)