The "training for impact" model outlines an approach to training that produces results meaningful to management, demonstrating that transfer of skills has occurred. (SK)

Discusses the peer-training model, opposition to the plan, major objectives of the model, strategies for motivating employees to train and for making training a priority, training the trainer, ongoing training in the work units, and benefits of the program. (CT)

Discusses the theories of Robert Gagne who organized what was known about human learning into a useful model for teachers, trainers, and instructional designers. Describes his five domains of performance, eight building blocks of instruction, and nine events of instruction. (JOW)

Examines three distinct approaches to developing competency models: the modified task analysis approach, the critical trait approach, and the situational approach. Figures illustrate each model. (CT)

Looks at models for evaluating training programs and discusses how they have been used by various companies. (JOW)

Competency modeling is an attempt to describe work and jobs in a broader, more comprehensive way. Some organizations are restructuring their performance-management systems (interviewing, selecting, developing, rewarding, recognizing) around competence models. (SK)

Six experts discuss four major criticisms of the instructional systems design model: (1) it is too slow and clumsy to meet today's training challenges, (2) it has no substance; (3) used as directed, it produces bad solutions, and (4) it clings to the wrong world view. (JOW)

The authors describe a six-step need-based training system for managers. It includes (1) identifying job duties, (2) describing jobs using competency statements, (3) identifying relative skill importance, (4) identifying employee strengths and weaknesses, (5) evaluating employee proficiency, and (6) preparing individual career plans. (CH)

Utilizing the terminology of the Managerial Grid (a two-dimensional model clarifying the behavioral dynamics of a manager's concern for both people and productivity), the team builder is advocated as the most effective leadership style. Presents a rebuttal to the counter belief that leadership styles should change with the situation. (EM)

A study of a team-building workshop demonstrates that all four levels of Donald Kirkpatrick's classic evaluation model could be applied to soft skills training. Results show that such training can be tied to productivity measures and evaluated as a return on investment. (JOW)