The training departments that need consultant help the most often are the least likely to hire it, because they do not realize the time and money outside consultants can save. Training directors are advised on how to increase training value by effective management of the relationship with outside consultants. (Author/AJ)

Reviews the status of federal initiatives to reform the U.S. employment and training system (one-stop career centers, skill standards, School-to-Work Opportunities Act). Notes uncertainties regarding the effect the new Congress will have on attempts to improve the system. (SK)

Takes a look at the first two and one-half years of the Job Training Partnership Act: its purpose, how it compares to past job training programs funded by the Federal Government, service delivery areas, private industry councils, intended audience of the project, and project success stories. (CT)

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)

The author presents nine typical situations where training failed to transfer and tips on how the problem could have been avoided. Situations include rocking the boat, mismatching courses and needs, supervisory slipups, losing track of what training employees need, and no help applying skills back on the job. (CT)