Discusses an effective way to develop a training program in a few days or weeks without shortchanging the company or the participants. (JOW)

Discusses the importance of avoiding training programs that look great on paper but do not work well in actual practice. Advocates focusing on the people and not the program or training technology. (JOW)

Four major considerations must be taken into account when planning a training program: content, external constraints, skills and preferences of faculty, and learning styles of participants. Understanding differences in learning styles can significantly affect the outcome of training. (JOW)

Discusses a thorough, clearly documented, fast way to design training programs. The method is particularly good for programs that are too long, used repeatedly, or involve a series of related programs. (JOW)

The article describes one method of assuring that training and development programs are consistent with organizational members. Includes committee charter and role of the committee chairperson. (MF)

Describes how Hughes Aircraft trainers followed four steps in meeting the challenges of a flexible manufacturing environment: needs assessment, design strategy, pilot evaluation, and follow-through. Within this environment, 50 self-paced training products were developed for one of the company's wire and back plane harness assembly departments. (CT)

Various types of human resource accounting systems are described and analyzed: asset models, expense models, the utility formula, cost/benefit analysis, and a comprehensive program design. Steps in this last design (e.g., review all jobs in the organization, analyze training needs for targeted jobs, determine training programs that have the…

The authors propose three forms of interaction for computer-assisted interactive video: reactive, coactive, and proactive. The three relate to the degree of control that the user has over program content and structure within the capabilities of the technology. Each design is explained at length. (CT)

To ensure significant improvement in individual and organizational managerial effectiveness, the design and implementation of soft-skill management development programs need to address the six factors leading to change resistance and the five critical elements that contribute to success. These factors and elements are discussed in detail. (CT)

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…

Four training experts are interviewed regarding developing training programs on an unfamiliar topic. They all said: teach yourself first, determine the needs to be met, and use the experts. They disagreed on the degree of knowledge a trainer should attempt to achieve and the types of resources trainers should use. (CT)

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)

Presents a management training workshop/program design (based on organization development principles) which is applicable to a wide range of organizations and different organizational levels. (EM)

The article describes the nature and character of participation training and how it can be meaningfully applied beyond a laboratory experience in human resource development. (Author)