The effective training designer must consider that most employees will face three or four major retraining efforts in their lifetime and see each program as contributing to this continuous development. (NL)

Discusses the design of a performance management system that not only enables managers to solve performance problems, but also enables human resource development specialists and staff to provide a useful tool and a successful program. (CT)

The author states that to meet the needs of--and to retain--the people in whom organizations have made hefty investments, companies must reexamine and most likely redesign human resource development programs. She presents ways to acknowledge the differences between managerial men and women and establish effective career development practices. (CT)

Presents a case study describing a program design model and implementation of a conference to facilitate the personal and professional growth of training and development professionals who have been working in the field for at least five years. (EM)

Outlines a methodology that enables managers to translate the basic principles of human resource strategy into pragmatic and concrete action programs. The methodology includes providing framework for strategic decision making; ensuring linkage between corporate, business, and human resource strategies; conducting audit of the human resource…