Evaluation can help turn training into a powerful force that is of value to an organization. It should be based on what the organization values; its impact should not be limited to return on investment, and causal chains should be used to measure impact. (Author/JOW)

The author discusses the problem of training programs that do not meet all employees' training needs. She points to faulty needs assessment as the cause. (CH)

Among the reasons why training and development fail are lack of alignment with needs, failure to recognize nontraining solutions, lack of objectives, expensive solutions, lack of accountability for results, failure to prepare for transfer, lack of management support, failure to isolate the effects of training, lack of executive commitment and…

Discusses the application of objective evaluation criteria to training programs. Suggests evaluating a presentation by asking: What is the speaker's goal? Does the delivery achieve it? What information is superfluous? What information undermines the goal? and What tactics are being used to engage listeners? (JOW)

The most important result of training is the satisfaction of customers who deal with trainees when they return to their jobs. Customer reaction sheets are easy and inexpensive to create, administer, tabulate, and interpret. (JOW)

Discusses methods for evaluating the return on investment of training. Compares the effectiveness of electronic learning and traditional methods and suggests that measuring hard numbers might not be a true indicator. (JOW)

Offers effective ways to increase student involvement in the training classroom. Suggestions include use of questions and answers, subgroups, case studies and role playing, and debating. Indicates that the measure of success lies in how much usable learning has been accomplished by the greatest number of people. (JOW)

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

Serious studies are underway that may help outdoor experiential training (OET) shed its faddishness and gain credibility as a legitimate instructional methodology. Only those programs that include clear objectives, skilled facilitation, a plan for transferring training back to the job, and credible evaluation and followup will be effective and…

Looks at different performance-measurement tools than can ensure that a training or performance solution is strategically aligned, objectively evaluated, and quantitatively measured for results. Suggests aiming for a balance among the financial, customer, and internal perspectives and the innovation and learning that can result. (Author/JOW)

When selecting a multimedia producer, it is important to know how they do their work and the quality of their products. Factors include who is in control of the process, personal comfort with the production team, and their instructional capability. (JOW)

Discusses how to calculate the return on investment from electronic learning. Describes web-based calculators that help assess the effect of training on organizational performance. (JOW)

Successful diversity trainers should (1) distinguish education from training; (2) position training within a management strategy; (3) not start prematurely; (4) conduct needs analysis; (5) use participative design; (6) pilot test; (7) balance internal and external resources; and (8) incorporate programs in a core curriculum. (JOW)

Recession is having an impact on training departments. Besides a slowdown, it provides managers with a chance to reevaluate programs to ensure they are attuned to the specific goals of the company. (JOW)

Discusses the training needs of three types of supervisors: (1) those who cannot supervise and know it; (2) those who can but not very well; and (3) those who mistakenly think they are doing a great job. Offers suggestions for designing courses, determining appropriate course content, teaching the class, and evaluating the program. (JOW)