Performance indicators specify the measurable evidence necessary to prove that a planned effort has achieved the desired result. They have two uses: to identify what should be accomplished, and to provide criteria for determining success or failure. (JOW)

Supervisors in the Forest Service are given brief training in how to use performance standards with employees at various salary levels. Step-by-step feedback helps them correct poor rating habits. (EB)

Few companies are comfortable with their performance appraisal system. The author suggests trying (1) systems that recognize competing priorities and attempt to alleviate conflicts through intelligent design and (2) management training that emphasizes the importance of providing staff with ongoing feedback. (CH)

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)

A program to train bank operations supervisors to conduct quarterly informal performance appraisals involved three modes: content-only training, content-plus-procedure training, and no training. While content-plus-procedure was predictably the most satisfactory, content-only, because it lacked a practice component, was less effective than no…

Describes a strategy-based learner-controlled instruction model. Strategies involve predetermining training results; recognizing the prior experiences of employees; using the real work world in training; evaluating actual performance; providing immediate and continuous feedback to employees; self-paced training; and self-managed training. (CT)

Discusses the five principal factors to consider when planning career development programs, including the four key roles of the manager in career development; the rationale for each role and why it is important that managers demonstrate competencies in each of the four; why managers resist these roles; and recommendations for methods to help…

Discusses the design of a performance management system that not only enables managers to solve performance problems, but also enables human resource development specialists and staff to provide a useful tool and a successful program. (CT)

Training managers fully for the performance appraisal process can transform an appraisal discussion from an administrative exercise to a worthwhile experience that contributes to the organization as a whole. (Author/SSH)

Describes Merrill Lynch's Account Executive Simulation Exercise: a three-hour simulation designed to evaluate job applicants' potential for success as account executives from their performance in the role of an account executive. (CT)

Examines five potential problems concerning performance evaluation, including (1) personnel managers' organizational knowledge and where the employee fits in that organization; (2) how managers prepare performance standards; (3) how managers identify employee competence; (4) how performance standards are measured; and (5) results of performance…

The authors demonstrate the comprehensiveness of a performance management system and why it isn't just performance appraisal anymore. They discuss choosing performance appraisal measures and standards, communicating performance expectations, planning for performance, monitoring and controlling performance, appraising performance, providing…

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)

Presents a model for developing a strategy for training evaluation, according to the purpose of the evaluation or who is being evaluated. (MF)