Report of a three-month combined ASTD - Agency for International Development venture with Walter J. Tait, training advisor and seminar leader. (Editor)

The Manpower Development Service (MDS) of Utah State University designed workshop activities which were adapted to the situations and needs of attending local government officials. (Author/BP)

Presents results of a national survey of training and development executives concerning the state of U.S. employee training. Examples of the topics covered by the survey include corporate philosophy, staffing considerations, needs assessment, training participation, program topics, methods and materials, and program evaluation. (CT)

Examines a training program to prepare managers for business, technical, and social changes facing them. (DS)

A report on a training planning process with measurement at both input and output stages that has a built-in feedback which allows it to be self-evaluating. (RB)

Looks at how training is capturing the attention of business and legislators and why human resource development professionals need to see themselves in terms of "the big picture." Quotes are included from Congresswoman Nancy Johnson, Senator Gary Hart, Senator Ted Kennedy, and Senator Bob Packwood. (CT)

Four directors of corporate training answer the question "Should human resource development directors have a training background?" and then each presents a list of recommendations for trainers, involving such areas as internal consulting skills, business experience, sense of timing, the difference between training and teaching, and taking a…

Training, education, and personnel development (T/E/D) are on the rise as corporate functions. The T/E/D field is undergoing change, and the article discusses the findings of a current study regarding costs, training needs, executive involvement, and effective use of T/E/D. (Author/BP)

Consists of four views regarding assessment of the need for new types of educational technology within human resource development programs. Makes recommendations on questions to ask when considering implementation of computer-assisted instruction, interactive video, or telecommunications. (CH)

Emphasizing that training professionals must do some predicting and shape programs to meet the human resource needs of the future, the author discusses qualitative and quantitative changes in the work force. He also explores the effects of America's bilingualism, the rise of socio-technical changes and labor market changes. (JOW)

Describes a self-instructional system called PACT (Programmed Audio Cassette Training) adapted by the U.S. Civil Service Commission for relatively low-cost training of large numbers of employees or trainees. Included are a chart of PACT's benefits for both learners and management, with a detailed cost comparison methods study. (MF)

HRD (human resources development) is tackled by the author, who argues against HRD's psychological construct; the assumption that for every problem, there is a theoretical and workable solution; teamwork as opposed to individualism; listening as a discrete skill; if it's Japanese, it's better; and HRD's theory of leadership. (CT)

The author focuses on one particular systems approach, succession planning, and the role of the manager in this process. The manager's role in a career counseling session is spelled out in several steps. The importance of training workshops is also examined. (CT)

A method of training used by the Applied Physics Laboratory of John Hopkins University to upgrade the skills of mail clerks to enable them to fill clerk typist positions is recounted and its adaptability pointed out. (AJ)

Four human resource managers present their recommendations for establishing training/human resource development departments. They discuss the following elements: chief executive office support, the role of formal needs analysis, the role of operating managers, market research, and having a sense of teamwork. (CT)