Employees often want training in areas that are irrelevant to their jobs or inconsistent with organizational objectives. A well-designed questionnaire can weed out training wants to uncover an employee's true training needs. (Author)

Six steps to successful needs analysis are (1) collect information about the organization, (2) identify potential training opportunities, (3) conduct a performance audit, (4) select and test content areas, (5) determine the required skills, knowledge, and abilities, and (6) verify this information against the organization's issues and goals. (SK)

Training initiated in the classroom must be completed on the job to have an effect on the organization." (Editor)

A set of guidelines for developing trainers into creators, planners, and controllers are presented. These guidelines are offered as a brief refresher to experienced trainers and as fundamentals for trainers new to their job. (Author/DS)

It is possible that the emphasis on increased accountability in the training function may drive out programs that cannot demonstrate quantitative, measurable improvements in performance or results. Five levels of issues in training evaluation are (1) work versus perk; (2) substantive versus symbolic; (3) external versus internal; (4) behaviors…

The increasing worldwide use of the metric system is leading the United States into abandoning the English system of measurement and undertaking the monumental task of converting to the metric system. Great Britain offers valuable training experience to the United States with their seven year lead into metrication. (DS)

The 1979 American Society of Training and Development (ASTD) President, Jan Margolis, discusses the organization's challenges and role. Identifies 1979-80 ASTD goals which cluster in four areas: representation and leadership in the human resource field, professionalism, member and leadership development, and maintaining a healthy organization.…

Offers a step-by-step guide to course design and development. Includes information on design basics, underlying objectives, course description, evaluation, standards, recordkeeping, and administration. (JOW)

Describes a survey of 43 Fortune 500 industrial corporations on management training. Results include the finding that evaluation of training programs is not up to the desired standard. (CH)

The rate of technological change demands a systems approach for continued proficient training. (Editor)

Focusing on training as it relates to adult education, this article provides three definitions of adult education and discusses three categories of adult educators. It is noted that trainers work with people who see themselves essentially as adults, and in that sense trainers are adult educators. (LRA)

The article identifies a few of the reasons why some training activities flourish while others diminish in importance. (Author)

The article discusses 11 subsystems of a training program in terms of a company's cost effectiveness. (BP)

Author outlines two basic session plans and sets down guidelines for a successful training program. (Editor)

Author examines the components of behavior that underlie success in management training. (Editor)