Suggests that self-directed learning should be approached with the same systematic rigor as other learning activities and that facilitation requires different skills than classroom instruction or on-the-job training. Includes an interview with Malcolm Knowles, a lesson plan, and facilitator competencies. (JOW)

Suggests that custom training is not for everyone and that off-the-shelf programs can be the best way to achieve many business goals. Looks at a variety of programs and offers a rationale for using both off-the-shelf and customized programs depending on the circumstances. (JOW)

Awareness of diversity in the workplace is on the rise, but so is a backlash to some of the issues that it raises. Ways to prevent backlash include getting management support, involving employees in training design, using an inclusive definition of diversity, acknowledging resistance, valuing sameness, and affirming the value of individual views.…

Keeping sexual harassment incidents at bay in the workplace involves prevention training that teaches people how to identify harassment and how to respond, using such techniques as role play and discussion. Trainees should also be informed of the organization's policy and procedures for reporting complaints. (JOW)

Accessibility and accuracy are important attributes for either manual or electronic support tools. Training with performance support tools will fail if it uses the same approach, only electronic; has no mechanism for keeping content up to date; and is not integrated with the job. (SK)

Ways to improve training so that it actually gets applied on the job include screening the work environment to unearth potential barriers, establishing collaborative relationships with other areas (technical support, supervisors, human resources), and turning down training opportunities when follow-up support will not be available. (SK)

Looks at the advantages and disadvantages of telecommuting and describes a training program to get people ready to telecommute. Offers tips for organizing an office at home. (JOW)

It is time to reframe thinking about the training profession and its relevance. Trainers must shift their focus from training to high performance. (JOW)

Today's participatory work cultures are moving power down through organizations. Many of them empower self-directed work teams (SDTs) with the responsibility for managing themselves and their work. Key issues in building successful SDTs include selecting team players, training for success, and rewarding team performance. (JOW)

Developing sexual harassment training involves these steps: survey employees, establish policy and reporting procedures, get management commitment, and use programs both to educate about the issues and eliminate unacceptable behavior. (SK)

Companies are competing for an ever-smaller share of the labor pool and are finding that offering training gives them a competitive advantage in recruiting and retaining employees. Both technical and interpersonal skills training is in demand. (JOW)

Emphasizes the need to address the human side of technology when upgrading equipment and systems. Stresses the importance of involving employees in technology design and implementation and ensuring that training practices support the new way of doing things. (JOW)

Data from a sample of 60,000 trainees shows that school, formal company, informal, and other types of training increased between 1983 and 1991; formal company training showed the biggest gain. Those with more education tend to get more training, females received more training than males, and manufacturing was more training intensive than the…

Background information about a firm or department should be gathered before designing a training course. Questions to ask include the number of trainees, age, gender, educational and experience levels, and workplace climate. (JOW)

The proving ground of the global marketplace makes Japan and the United States more alike than most people think. Both struggle with the effects of the worldwide recession, with work forces that are losing their predictable sameness, and with the failure of tried-and-true management practices. (Author)