The balance of power in the United States has begun to shift from youth to older age and will not soon return to a more familiar proportion. Human resource development professionals need to help their companies respond to the needs of older workers and older customers. (JOW)

Summarizes the methodology and products of the American Society for Training and Development-sponsored study to define excellence in training and development (T&D). These include a human resource wheel, future influences on the field, lists of roles and outcomes in T&D, a competency model, role profiles and clusters, and a matrix of roles…

Human resources development must be oriented toward the achievement of all objectives of organizational performance: Quality, efficiency, societal impact, employee impact. Three fundamental phases in developing a work design strategy (for improving organizational effectiveness) are explained. (BM)

Human resources development and training are not suited to everyone. A practical, time-saving process for people wanting to become trainers includes (1) assessing relevant skills and interests; (2) researching organizations; (3) learning basic business operations; (4) learning the training process; (5) developing a chronological resume; (6)…

The program is directed specifically toward providing the basis for granting college credit for learning experiences conducted by business, industry, private organizations, and government. The author studies the program's evaluation, faculty, materials, subject matter, transferability, and site visits to view their implications and foresee…

The author describes the various approaches of identifying personnel capable of conducting training sessions. (JB)

Several prominent figures in the training and development/human resources profession offer their appraisals of the challenges facing practitioners in 1975. Included are Joe Batten, Martin Broadwell, Kate Kirkham, Malcolm Knowles, Tom Jaap, Gordon Lippitt, George Ordione, and Ben Treoge. (MW)

Organizations must constantly reexamine their operations to cope effectively with a changing economic picture. This process can help managers identify some decisions to be made about HRD programs during a time of declining economy. (Author)

A study to explore managers' perceptions and expectations of how training staffs are and should be performing is the basis of this article which focuses on narrative responses of the managers and the significance of these perceptions and expectations to the human resource development practitioner and his/her functions. (TA)

Author compares his philosophy on training which heheld twelve years ago with that he believes currently. (RK)