Twenty training professionals in different occupational groups rated eight steps in the training process from development to execution to evaluation. Accountability proved to be a key factor in training success, while needs assessment is usually not well executed. (SK)

Discusses an approach to acquiring information about courses of action an organization should pursue in developing new training products or revising old materials." (Author)

In a survey, clients and consultants agreed that actions fostering success are the following: agreeing on objectives and evaluation measures, providing flexible approaches, gaining commitment, and preparing the consultant. Both cited unclear/unrealistic objectives as a pitfall. To improve client/consultant success, guidelines can identify the…

Analyzes the impact of metric conversion in the United States on the training and development function. (Author/RK)

The first of a ten-part series developed to help instructors conduct training programs more effectively. Covers establishing objectives, identifying the participants, selecting a facility, preparing teaching materials, and keeping records. Includes a preparation and planning checklist. (EM)

Skillful instructors in combination with well-designed and appropriate training programs are critical links in improving employee performance and increasing organizational productivity. Training directors use a variety of strategies to prepare competent, confident, and resourceful instructors. The author presents the essential factors to be…

A case study of the Devils Lake Manufacturing Corporation (a successful enterprise between the Brunswick Corporation and the Sioux Indians on the Fort Totten Indian Reservation) is discussed. It shows how the thorough training of operative employees in a minority enterprise has been a factor in the organization's success. (Author/BP)

This second of five articles on how to plan and implement a supervisory training program focuses on determining needs and establishing objectives. Discusses twelve approaches for determining supervisory training needs. Includes a figure presenting examples of three types of behavioral objectives: knowledge, skill, and attitudes. (EM)

Presents specific ideas on designing, planning, and staffing a training facility for industrial technicians. Facilities should be designed in relation to curriculum, traffic control, and safety. Trainer success is often based on both skills and attitudes. Presents case study at Commonwealth Edison; also reviews process by which various maintenance…

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)

This article describes a career planning workshop for managers and its purpose is to support and accelerate the process of individual development without organizational coercion or manipulation. (Author/RK)

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)

Fruitful relationships between trainers and media specialists are collaborations from the beginning. Trainers must define the problem and establish project requirements for training aids. Trainers and producers should ask questions related to (1) the project purpose, (2) audience characteristics, (3) quantity needed, (4) material distribution, and…