Any organization with a comprehensive training program has a leadership development curriculum. These programs include everything from conventional classroom learning with guest speakers to high-tech simulations and lavish retreats. There also may be mentorship thrown in, as well as multiple job rotations. Despite the well-rounded curricula, many…

Discusses the relationship between training effectiveness and one's reputation for being/for doing. Lists values important in achieving a long-term reputation for effectiveness and actions that will help build a reputation of which one can be proud. (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)

Effective training is essential to maintaining product quality and serving customers. Active participation by management and staff is also required. (JOW)

Offers effective ways to increase student involvement in the training classroom. Suggestions include use of questions and answers, subgroups, case studies and role playing, and debating. Indicates that the measure of success lies in how much usable learning has been accomplished by the greatest number of people. (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…

The author states that neither cutting-edge nor conventional instruction is the right choice for all training demands. A close look at the learning tasks and learner abilities at hand will reveal the most appropriate, most productive method for meeting specific needs. (CT)

Skill is the crucial element that turns knowledge into behaviors that succeed in the real world. Often "soft skills," such as management, leadership, interpersonal communications, and problem solving, vanish when people are on the job, indicating the need for more effective training programs. (JOW)

Describes Texas Instruments' (TI) attempt to capture the key skills and personal characteristics of outstanding manufacturing supervisors in a competency model derived from research on high performers. The result was a one-day simulation and assessment center that looks and feels like a day on the shop floor. (JOW)

Describes the American Society for Training and Development's Benchmarking Forum, a cooperative venture among companies with strong financial and organizational commitments to employee training. Participants will identify training's best practices and generate comparative data to set a standard for their individual efforts. (Author)

Presents (with tongue in cheek) a four-style behavior model guaranteed to produce excellence in the four types of trainees: nematodes (docile but learn nothing), gerbils (fond of noncompetitive games and hugging), warthogs (like to attend expensive seminars), and Cro-Magnon (like to interpret to others as opposed to actually learning anything…

The author suggests that training program developers be upfront about the training purpose, be sure the training creates a positive experience for trainees, consider not only what happens during the training, but what occurs before and after, and ensure that program content is something the trainees will choose to put into practice. (CT)

Describes a seven step decision-making process which enables organizations to examine training situations to determine whether behavior modeling is appropriate. Includes a behavior modeling decision flow chart. (JOW)

Examines the recent past of network certification; concludes that web-based training works best under the guidance of a trainer with personal investment in the learners. (JOW)