Discusses the need for trainers to evaluate the training requests they receive to determine whether they are appropriate for the situation. Suggests how trainers can prepare themselves for roles as performance consultants. (JOW)

The fundamental problem in leadership development is the huge disparity between what is being spent and the return on that investment. Remedies include clarifying desired outcomes, putting leadership development in an organizational context, beginning with results, linking competencies to results, transforming leadership development into a…

Distance learning is a cost-effective way to offer training to several locations and to employees who are not available for traditional classroom instruction. Effectiveness is enhanced by matching goals with approaches and matching goals and approaches with appropriate technology. (JOW)

Measurement planning should be done simultaneously with training design. Clarifying business goals and identifying "stairstep" connections between goals and training suggest what needs to be measured and how. (JOW)

It makes no sense to identify essential leadership capabilities unless one knows the business context in which these leaders will be expected to excel. A model for designing the competencies includes summarizing business objectives, identifying anticipated challenges, specifying assumptions, determining implications, and troubleshooting the…

Compares fine arts and the art of training design. Suggests ways to design programs creatively to transform people's performance: (1) break the rhythm; (2) combine apples and oranges; (3) get out of order; (4) toy with success; and (5) put on a good show. (JOW)

Describes the American Society for Training and Development's Benchmarking Forum, a cooperative venture among companies with strong financial and organizational commitments to employee training. Participants will identify training's best practices and generate comparative data to set a standard for their individual efforts. (Author)

Displays responses from 540 organizations plus other recent surveys that show how much training is provided at what cost, types of courses provided, training staff, outsourcing, technological delivery methods, and human performance practices. Also looks at whether measures show that training is linked to performance. (JOW)

Explains how training simulations can make on-the-job learning faster and safer by providing hands-on experience and controlled environments. Offers tips for assessing the costs and designing and effective simulation. (Author)