Guidelines for media-based training that works are presented: tailor your media session to its audience; tell the audience what is important and why; use mental imagery to promote memory; don't overload your audience with information; and relate new facts and ideas to things the audience already knows. (CT)

Describes visual aids for training meetings and suggests how the trainer can use them: chalkboards, markerboards, magnetic boards, hook-and-loop boards, corkboards, menu (changeable letter) boards, and easel and presentation boards. Also lists product manufacturers/suppliers. (MF)

Some suggestions for training office clerical employees to help them become more productive are outlined; suggestions are based on observing problem areas that can be improved by training and treating clerical workers as important members of the team. (MF)

The selection of an instructional format is a complex process. Making the selection requires examining not only performance technology but also the technology of survival. Several possible factors to consider are examined, including the political and fiscal considerations. (CT)

Diekhoff argues that you must teach trainees how to learn. He recommends pretraining in learning strategies, including self-pacing, concentration, and reading comprehension. (CT)

Presents specific methods for trainers to use in conjunction with their supervisory training programs in order to increase the amount of skill transfer that supervisors bring to the job. Methods include developing skill mastery, building confidence, and applying skills immediately. Post-training reinforcement sources for the supervisors are noted.…

The article describes video receivers and monitors and shows how they can be used in business and industrial training departments to tape network or packaged television programs for employee skills training, motivational programs, or entertainment. Some sources of this equipment are listed. (MF)

Training in human relations will help managers improve productivity of employees, according to the author, who reviews numerous suggestions and plans for improving production and then proposes several techniques for trainers to use in training supervisors and managers. (MF)

Techniques are offered to help the trainer resolve the problems caused by the presence of experienced employees with new employees in one classroom. Ego protection is the key for dealing with both types of trainees. Systems that get feedback from all the students encourage cooperation toward a common goal. (Author/AJ)

In order to prevent trainers from running afoul of federal and state laws and regulations when setting up a training program, the author presents specific issues of importance to trainers. These concern copyright, idea ownership, comparable worth, access to training, and privacy. (CT)

All organizations need someone who is clearly responsible for training people to do their present tasks properly, educating certain employees so they can assume greater responsibilities in the future, and developing people and entire organizations for the future. (CT)

Some methods for getting adult learners to participate in classroom discussions are offered by a training manager. The trainer's attitude and the classroom environment contribute to motivating all trainees to participate, stimulate the nonparticipant to join in, and control the aggressiveness of the overparticipant. (MF)