Describes a field test conducted by the North Carolina Office of Day Care Services to examine the relative merits of telecommunications and traditional training in a realistic setting. Compares costs, time needed for training, and trainees' attitudes. Also discusses location of teleconference centers, content development, frequency of delivery,…

Presents seven questions for tracking the effectiveness of training: (1) who is the client; (2) what is the problem or opportunity; (3) which results are to be tracked; (4) how is training linked to the results; (5) what is the total cost; (6) what information is needed; and (7) how long does it take to determine results. (SK)

Describes IBM's programatic research effort to find out whether new, internally developed training technologies increased knowledge and retention. (JOW)

Results of a survey of 11,280 employees in seven Toledo, Ohio, organizations showed that a greater share of the work force participates when career development activities are part of a formal career development system. (SK)

A survey of 83 quality circle members determined that there was no single variable that consistently emerged as the most important contributor to the effectiveness of quality circles. Member training did appear to be stronger than the other variables. (JOW)

Students and career changers can use human resource development (HRD) internships as a practical introduction to the profession. This survey of 125 HRD professionals indicates what practitioners think about internships and presents a realistic picture of what career aspirants can expect from the experience. The questionnaire is included. (JOW)

Evidence shows that evaluation practice is limited to direct support within training: little action takes place with other organizational units. Evaluation must have a significant role in the overall human resource function of an organization and must be a part of the planning function. (JOW)

A study of 50 employees of two research and development organizations sought to determine why certain employees became stuck in a career role and the strategies they used to combat the problem and successfully pursue new careers. Determined that companies need to adopt better career planning programs for employees to minimize the problems of…

A program to train bank operations supervisors to conduct quarterly informal performance appraisals involved three modes: content-only training, content-plus-procedure training, and no training. While content-plus-procedure was predictably the most satisfactory, content-only, because it lacked a practice component, was less effective than no…

Describes a survey of 43 Fortune 500 industrial corporations on management training. Results include the finding that evaluation of training programs is not up to the desired standard. (CH)

An instructional methods inventory was completed by 200 geologists and geophysicists, 117 of whom had just completed a technical seminar. Results indicate that field trips, illustrated lectures, and small-group simulations are highly effective instructional techniques. Results also indicate that four and one-half day seminars are preferred. (CH)

Presents a research-based model for human resource development effectiveness. Model standards specify that the HRD function has (1) the ability to diagnose problems, (2) the support of the corporate mission and culture, (3) a commitment to strategic planning and support for organizational change, (4) clearly defined staff roles and…

The author presents preliminary findings of a report he is conducting concerning the competencies needed by educational technologists. Discusses instructional development, instructional psychology, field internships in training and human resource development, performance technology, and message-design skills in product design and development. (CT)

Thirty-five training managers in central Ohio were interviewed about their use of cost-benefit analysis. Incentives for its use are justifying and marketing training programs, acquiring resources, setting priorities, and increasing management support. Disadvantages include difficulty of quantifying training effects, subjectivity, cost, and…

Traces the task analysis and subsequent development of a questionnaire assessing 37 supervisory/managerial abilities grouped into seven categories: planning, directing, problem solving/decision making, communication, training, hiring, and performance review. Discusses processes, results, and follow-up evaluation of a workshop which used the…