Discusses methods of evaluating training programs. Includes five ways to evaluate supervisory training, how to collect data, ways to administer questionnaires, responsibilities of those who supply training programs, and criteria for good evaluations. (CT)

The author describes his experience in designing and conducting a follow-up study for determining whether a series of career development workshops achieved immediate postworkshop objectives and whether they had longer-term effects as well. Process is emphasized over findings. (CH)

Summarizes major concepts and approaches of the Evaluation Training Consortium project, showing how they relate to evaluation in the human resources development context. (CT)

Describes a career/life planning program. Its elements include orientation to career/life planning; personal assessment and planning strategy workshops; and skills assessment. Evaluation procedures and results are included. (CT)

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)

Presents an evaluation design which, because of its simplicity and the ease with which the data collected may be analyzed, is ideal for use in the "real world" as a practical method for evaluating the impact of training on employee behavior. (CT)

Presents general systems models (ballistic system, guided system, and adaptive system) and an evaluation matrix to help in examining training evaluation alternatives and in deciding what evaluation is appropriate. Includes some guidelines for conducting evaluation studies using four designs (control group, reversal, multiple baseline, and…

Describes a method to elicit data about the results of a personnel training program so that quality improvements can be made by having trainees' supervisors evaluate the training impact on the job. Also describes cases in different organizations where this approach was used to determine program weaknesses and strengths. (MF)