Discusses the concept of productivity improvement which must be studied before selecting an approach. Concepts include increasing efficiency without decreasing quality; using employees to redefine the job; and planning for long-term effort. (JOW)

Describes facilitative training which recognizes that unidirectional imparting of knowledge is a limited view of training, and that involvement, accountability, and feedback are essential elements for effective learning. (Author/JOW)

For a workshop to be successful, it must have characteristics such as organization, acceptable pace, well-defined objectives, and adequate facilities. Trainers court disaster if these are not present. Includes symptoms of dysfunctional behavior by participants, causes of this behavior, and strategies to deal with it. (JOW)

Suggests case studies as an appropriate method of presenting training. Defines and describes case studies and offers guidelines for using them in training programs. (JOW)

Looks at the growth of the Internet and its potential uses for trainers. Describes listservs and newsgroups that would be beneficial, the World Wide Web, and lists of resources that are helpful. Discusses the culture of the 'Net and training uses. (JOW)

Provides eight ways for trainers to avoid overloading trainees: prepare succinct reference materials, let learners do more, chunk training, design materials with memory aids, create job aids, build automaticity, give learners "training wheels," and detect and correct overload during training. (JOW)

The author states that agencies must switch from pedagogical methodology to an andragogically based training operation. This switch will require a major re-education of training staff, but he argues that it is only through adult learning techniques that key personnel will become involved in development programs. (Author/CH)

Presents background information about terminology, the extent of corporate commitment to training, and the trainer's role before dealing with programs to train trainers. Recommended are training programs for trainers that provide multiple opportunities for interacting with other people under both simulated and real conditions. (Author/MER)

Examines the two critical functions of the interpersonal skills (IPS) trainer: (1) to analyze trainee performance and (2) to provide effective performance feedback. Discusses training styles and recommends the Causal-Analytic style. Derives guidelines for effective trainer behavior. (MEAD Subscriptions, CSML, University of Lancaster, Lancaster LA1…

Describes a seven-step program for stretching limited department resources and giving a boost to fledgling human resource development practitioners, and looks at how two companies employ interns effectively. (JOW)

This article offers 14 practical guidelines that can help pave the way to credibility for the training department in an organization. (Author)

The author developed an instructional-design model consisting of four simple steps. The model is in a circular format, rather than the usual linear series form, so it is named the training wheel. (SSH)

Instead of training staff to deal with problems, organizations need to recognize the problems and change to solve them. Training departments are changing to include organizational development to facilitate teams, design work processes, and get out where the real work happens. (JOW)

Lists important management skills and examines how the skills of women are viewed as compared to men as well as how trainers can better respond to the specific needs of women in management positions. (Author)

Attention to trainees' learning styles can enhance training effectiveness. Trainers should strive to improve the fit between their training style and trainees' cognitive styles and develop different kinds of learning environments: affectively complex, perceptually complex, symbolically complex, or behaviorally complex. (SK)