Supercharged. High-performers. Leaders of the pack. This article presents "Training" magazine's 2012 Top Young Trainers--those high-potential training professionals who are on the fast track to success. For the fifth year, "Training" magazine is pleased to recognize the outstanding talents, accomplishments, and leadership exhibited by 40 learning…

Discusses the concept of productivity improvement which must be studied before selecting an approach. Concepts include increasing efficiency without decreasing quality; using employees to redefine the job; and planning for long-term effort. (JOW)

Looks at the growth of the Internet and its potential uses for trainers. Describes listservs and newsgroups that would be beneficial, the World Wide Web, and lists of resources that are helpful. Discusses the culture of the 'Net and training uses. (JOW)

Provides eight ways for trainers to avoid overloading trainees: prepare succinct reference materials, let learners do more, chunk training, design materials with memory aids, create job aids, build automaticity, give learners "training wheels," and detect and correct overload during training. (JOW)

A new experience in bank training is the use of simultaneous role playing, a type of participative training in which students mostly instruct themselves rather than through instructor interaction. The purpose is to develop field trainers which in turn will reduce training cost and train more personnel. (DS)

Describes a seven-step program for stretching limited department resources and giving a boost to fledgling human resource development practitioners, and looks at how two companies employ interns effectively. (JOW)

The author developed an instructional-design model consisting of four simple steps. The model is in a circular format, rather than the usual linear series form, so it is named the training wheel. (SSH)

A method for developing skills among trainers working with small groups focuses on the following areas of trainer skill development: content, design, methods, leadership, participation, adult learning, visuals, and time. Variations to the method are suggested, and the strengths and weaknesses of the process are discussed. (EC)

Instead of training staff to deal with problems, organizations need to recognize the problems and change to solve them. Training departments are changing to include organizational development to facilitate teams, design work processes, and get out where the real work happens. (JOW)

The industry report of employer-provided training includes charts depicting training budgets, who's learning what and how, trends (including work teams and social issues), and technologies for training. (SK)

Explanations regarding the evolution of traditional military instruction and descriptions of efforts to develop performance-oriented training techniques (Utrain) in the Army are presented. (Author/LH)

An interview with a professional speaker (Larry Wilson) who is also a professional trainer. He expresses his views on the difference between speaking and training and gives the elements in a good speech that can be applied to training. (MF)

Pretesting not only helps determine the benefits of a training program, it can actually help trainees learn more. (Author/SSH)

Examines Southwestern Bell's Interdepartmental Training Center's program of providing objective evaluations of trainers and the training process. Elements that are discussed include the evaluation format, the form of the evaluation instrument and its emphasis, the validation process, and refinements to the system. (CT)

An executive of a large oil company and member of the International Tape Association, an organization for users and suppliers of audio-visual equipment, describes the usefulness of the association's services to trainers in business and industry in a telephone interview. (MS)