A performance support system (PSS) uses computers and associated technology to provide the help a performer needs when the performer needs it, and in the format in which it is needed. The goal of PSS is to provide whatever is necessary to generate performance and learning at the moment of need. (Author/JOW)

Lessons learned by two neophyte trainers in a corporate quality improvement program include (1) the importance of team training; (2) training across levels, mixing different departments and responsibilities; and (3) concreteness and small group instruction. (SK)

Argues that objectives are not specific enough for the design and development of performance-improvement activities. Describes the Proforma model, a prescription of the behavior, standards, support, and noise requirements that mirror the action elements of performance at the individual, work-group, business unit, and process levels of an…

Offers five performance measurement lessons: (1) focus on the business; (2) build a bridge between line and training; (3) track progress, not proof; (4) know that you are already doing it; and (5) track cause and effect. (JOW)

Ways to isolate the effect of training on job performance include control groups; trend-line analysis; forecasting; and the input of participants, supervisors, management, customers, and experts. In choosing the appropriate method, consider feasibility, accuracy, credibility, costs, and time. (SK)

New applications of computer-assisted training being developed include telecommunications, artificial intelligence, soft skills training, and performance support systems. Barriers to acceptance are development time, costs, and lack of human contact. (SK)

The key to measuring training results is to target them during front-end analysis. Training for results means knowing which performances have to be changed before choosing an intervention. (SK)

Discusses performance-based training and suggests that organizations are focusing on performance and making breakthroughs in terms of competitive advantage. Offers reasons why trainers should focus on performance. (JOW)

Total Quality Management is not a fad. Human resource development must be aligned with the culture of continuous improvement to make it work. Changes may be necessary in hiring, promotion, and performance appraisal. (SK)

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)