Discusses the relationship between training effectiveness and one's reputation for being/for doing. Lists values important in achieving a long-term reputation for effectiveness and actions that will help build a reputation of which one can be proud. (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)

The author presents suggestions concerning the use of video in training programs. Suggestions involve viewing angles, use of humor or animation, models, subtitles and repetition, note taking, feedback, number of viewers, visual and auditory distractions, and use of data. (CT)

The author states that neither cutting-edge nor conventional instruction is the right choice for all training demands. A close look at the learning tasks and learner abilities at hand will reveal the most appropriate, most productive method for meeting specific needs. (CT)

Examines problem areas of training needs analysis (TNA), first by presenting a model of the TNA process, then by listing sources of data available for TNA (based on an analysis of the literature), and finally by proposing a method of choosing appropriate data-gathering techniques for TNA. (CT)

Examines the history of the Motorola Company, its use of human capital as a strategic resource, hours and dollars committed to training, and the fact that Motorola owes its strong common culture and much of its success to the large number of long-service employees. (CT)

Suggests use of questions as instructional tools. Provides guidelines for devising effective questions and handling responses to questions. To evaluate the program, the author advises the trainer to consider content, methods, presentation, time, and atmosphere. Also reviews self-evaluation techniques and forms. (CSS)

The article describes one approach to preparing a diverse group of 15 individuals representing seven different agencies in Chicago-Cook County's criminal justice system, to assume the responsibility for planning, administering, and delivering training within their respective agencies. (Author/BP)

Discusses the strengths and limitations of television as a training device for business and industry. Notes that the effectiveness of television depends upon factors such as how closely the program content is related to specific training objectives, the characteristics of the trainees, and how well the instructor integrates the television…

The author examines the Occupational Safety and Health Administration's Hazard Communication Rule, also known as the Federal "right-to-know" law, aimed specifically at the chemical industry. He discusses content of the law, the role of trainers, input of labor unions, the effectiveness of safety training programs, and prepackaged…

Describes the development of a training program for salespeople (trainees and managers) called Dimensional Sales Training (DST). It is noted that DST is designed to increase sales, build skills, and improve performance, while providing a systematic process of collecting data for measuring program effectiveness. (EM)

Discusses six major errors in management development programs. These failures include (1) not tying development programs to strategic considerations, (2) not properly qualifying participants, (3) not using proper training methods, (4) not differentiating group and individual development, (5) not providing posttraining support, and (6) not…