Describes the process of developing a procedures manual for federal court administrators: the draft was used as a "pretest" questionnaire and a workshop was conducted to train staff in the use of the manual. (SK)

Bridging the gap between the classroom and on-the-job application has been a growing concern to the sales training profession and of sales managers. "Curbstone Coaching," an on-the-job program in which sales managers train their sales representatives in selling skills is a possible solution. (JOW)

Project Transition screens, trains, and places welfare recipients in fast food restaurant jobs. Training focuses on employee responsibility for managers' expectations and on behavior that will raise those expectations of new employees. (SK)

The time to plan training is in the research and development stage of a new product. Seven major steps are online training, process validation, skills certification, development of manufacturing training instructions, skills verification, transfer training, and offline training and certification. (SK)

Describes an on-the-job training program that contains seven major steps: obtain executive support, identify departments relevant to the target job, develop performance competency lists and measures, determine a training schedule for each trainee, assign a mentor to each trainee, develop a training manual, and develop a trainee and supervisor…

The author describes the implementation of a training program at her manufacturing-based company. She covers such program tasks as recruiting trainers, preparing new employee orientation programs, recruiting participants, and providing communication training. (CH)

Looks at how training is capturing the attention of business and legislators and why human resource development professionals need to see themselves in terms of "the big picture." Quotes are included from Congresswoman Nancy Johnson, Senator Gary Hart, Senator Ted Kennedy, and Senator Bob Packwood. (CT)

Discusses Theory Z, the Japanese philosophy of work and job training. Examines the 13-step matrix of this theory. These steps include: knowing the company's organization and management philosophy; implementing the philosophy; developing interpersonal skills; testing oneself and the system; involving the union; and stabilizing employment. (CT)

To employ scarce personnel and money to best advantage, company management must diagnose critical training needs and assign them priorities. A systems approach is recommended, which gives focus to training design while accommodating most organization training goals. Included are suggestions for system design, facility management, and cost…

Explains how to design training programs in which the trainer and the work group collaborate on designing a program that produces agreed-upon behavioral changes in employee performance. The modified critical incident technique is a diagnostic tool which provides information concerning the cost effectiveness of education and training programs. (CT)

Relates the experience of a successful training program sponsored by business for the economically disadvantaged. Discusses needs of the trainee, the company's training experience, goal-directed group counseling, placement, youth programs, and program results. A flow chart is supplied, outlining the company's comprehensive training model. (CT)

Describes the PROBE Model which profiles worker behavior and reveals problems to be overcome. Discusses the six facets of behavior and the two categories of behavior and how they all work together. (CT)

By assessing the competencies needed by a particular firm, an instructional package can be developed which will satisfy the training needs of the organization. Communication, control, and leadership competencies should be identified. Training programs should be designed for specific industries, since not all industries attach equal importance to…

Describes a program in which industrial supervisors attended training sessions to improve their report writing skills. Training methods were based on case studies and included role plays and simulations. Suggestions for improving the program are included. (CT)

Outlines a procedure for designing an industrial skills training program in which the trainer prepares a job analysis by actually learning about the job duties and equipment; writes instructional objectives for each equipment section; and combines sets of job photos, scripts, objectives, and other information into a study guide for trainees. (MF)