The focus on outcomes of employee development pales in comparison to the significant financial investments organizations make in offering employee development opportunities. Most attention, as it appears, has been focused on the outcomes and benefits of conducting training -- both for employees who participate in training and the effects on…

This conceptual article outlines a framework and proposes theorical evidence for integrating evidenced-based counseling interventions into employee training and development. An introduction to Cognitive Behavior Therapy (CBT) techniques and tools will be presented and proposed as an enhancement to current employee training and development in…

The virtual conference on the future of TVET teaching and learning was held October 7-14, 2019. It was open to all members of the UNESCO-UNEVOC TVeT Forum, an online community with more than 6100 members. The conference sought to gather knowledge, insights, experiences and practices from the international TVET community on the future of TVET…

Workforce initiatives are about giving people the skills to do their jobs well, about strengthening the institutional infrastructure that provides job services, about positioning labor markets to lead growth and increased investment, and about creating sustainable employment and improved working conditions. Workforce initiatives aim to fill a…

The future globally competitive work environment will likely be one dominated by a need to redefine what makes engineering and technology workers successful. Traditionally, success has been defined as having "intelligent" graduates who have completed a rigorous college course that stresses problem solving and mastery of huge amounts of technical…

Over the past decade, the analysis of what occurs when learners are involved in "work"-based learning (WBL) has, at best, been superficial and simplistic, i.e. it has been accepted that individuals learn by being in a knowledge-based work-based environment. It does not follow, however, that they will acquire the knowledge they are…

One of the great concerns of the business community involves the workforce pipeline: employers want to be sure that new entries into the labor pool, whether from the K-12 or postsecondary systems, are prepared for the jobs that await them. In Philadelphia, business and community leaders have joined forces to give students workplace learning…

Organizational life evokes joy, hate, anger, despair, curiosity, and esteem, yet as far as management is concerned, emotions are disruptive, dysfunctional, and derailing. In spite of managerial reluctance to embrace the emotional self as a relevant aspect of the worker, emotion makes everyone human, and organizations weigh on workers' emotional…

The TLRP project reported on in this article attempts to understand how the Learning and Skills sector functions. It traces how education and training policy percolates down through many levels in the English system and how these levels interact, or fail to interact. The authors first focus upon how policy impacts upon the interests of three…

The vocational preparation program for the mildly disabled at Logan High School simulates work activities in which students can develop employable skills and work habits and adapt them to different styles of supervision and different work environments. (SK)

Discusses Theory Z, the Japanese philosophy of work and job training. Examines the 13-step matrix of this theory. These steps include: knowing the company's organization and management philosophy; implementing the philosophy; developing interpersonal skills; testing oneself and the system; involving the union; and stabilizing employment. (CT)

Describes corrections officers' work environment and the need for guard training that includes instruction in handling the social-psychological problems of the job. (Author/ABB)

This article is about people who work in American industry and about how educators and trainers prepare these workers for continuing employability in a changing workplace. The discussion is based on one private sector business and how that company responds to these issues. (CT)

Presents 12 informal learning opportunities that human performance professionals can create for employees, including learning exchanges, conference summaries, exchanging ideas, posing questions and problems on email or bulletin boards, lunchtime programs, information sharing, recommended reading lists, vendor and consultant presentations,…

Describes the PROBE Model which profiles worker behavior and reveals problems to be overcome. Discusses the six facets of behavior and the two categories of behavior and how they all work together. (CT)