Organizational development (OD) and its future are discussed. Examines database implications about OD's applications. Reports an effort to transcend the limitations of the literature, based on a very intensive search for OD applications in both business and government contexts. (CT)

Anticipatory evaluation emphasizes the role of evaluation objectives in planning human resource development programs. In this integrated approach, evaluation begins before the program is designed and continues throughout development and implementation. (SK)

It should be the supervisor, rather than the staff development expert (training expert), who evaluates the results of a company's training program. All too often, changes reported by the staff development officer are not observed by the trainee's supervisor. (AN)

Critical incident analysis provides support for the continuation of classroom training of supervisors, primarily assuring that those trained will be better learners in subsequent job positions." (Author/AN)

A different type of program planning must be undertaken for older supervisory personnel having lengthy position and total service tenure and large span of control responsibilities. (NL)

Evidence shows that evaluation practice is limited to direct support within training: little action takes place with other organizational units. Evaluation must have a significant role in the overall human resource function of an organization and must be a part of the planning function. (JOW)

Analysing Training Evaluation of the Worth of Training (TEOT) data collected in Successive Intervals Scaling procedures makes possible a more realistic assessment of input TEOT data, and enables training executives to improve their decision making at very low cost. (SA)

A new evaluation technique developed by the Life Office Management Association (LOMA) has developed an evaluation form for measuring and improving training effectiveness. (BP)

Reports a pilot study made at the Center of Advanced Management Learning of the University of Texas (Austin). (EB)

As companies devote more resources to training, the need for valid information about the return on investment increases. (JOW)

Key elements to ensure the effectiveness of training include (1) systematic development of instructional materials; (2) a means of preparing trainers; (3) techniques to transfer training to job performance; (4) materials to support administration and management of trainees; and (5) systematic measurement of program effectiveness. (SK)

Describes a training-evaluation method that assesses whether participants remember what they were supposed to have learned and know how to apply it on the job. (Author)

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…