Looks at the practice of using employees from other departments as short-term trainers. Advantages include getting fresh ideas and perspectives, having real-life experiences, providing credibility for the training department, and providing links with other departments. The problems are people who do not want or know how to train, lack of knowledge…

Discusses the problem faced by trainers who are "on stage" for eight hours a day. Offers tips to relieve the stress caused by continuous training, including maintaining personal space, taking a lunch break, keeping physically energized, and avoiding burnout when teaching the same thing over and over. (JOW)

Customizing off-the-shelf training materials to fit learner needs may include revisions such as making student exercises, case studies, and role plays more relevant and incorporating critical incidents and action learning principles. Customizers should be aware of copyright and intellectual property issues. (JOW)

Defines the four most widely recognized learning styles and discusses the need to adapt one's training style to fit the trainees. Also stresses the importance of understanding one's own learning preferences and those of coworkers. (JOW)

Looks at the growth of the Internet and its potential uses for trainers. Describes listservs and newsgroups that would be beneficial, the World Wide Web, and lists of resources that are helpful. Discusses the culture of the 'Net and training uses. (JOW)

Looks at the pros and cons of training consortia. Suggests that they can be a cost-effective training strategy, especially for small companies. Describes three categories of consortia: private for-profit, private nonprofit, and public sector. (JOW)

Provides money-saving ideas for effective training methods. Suggests the importance of a needs assessment, minimizing the amount of time employees spend in training, keeping employees out of the classroom by giving them job aids, using self-study courses, and making on-the-job training more useful. (JOW)

A Campus of Learners" is a program in a public-housing project in South Bend, Indiana that aims to get residents off welfare and into the labor market. "Core" empowerment through positive self-concept and persistence is a key feature. (JOW)

Discord sometimes arises between training and information system departments over who should be in charge of training users to operate the necessary hardware and software to do their jobs. The lack of cooperation between the two departments is not in the best interest of employees or the organization. (JOW)

Looks at careers in the training field and profiles former trainers who have capitalized on their experience to begin new careers as performance consultants, directors of corporate universities, chief learning officers, and instructional designers. (JOW)

Discusses TRDEV-L, a listserv comprised of subscribers who discuss a variety of issues related to training. Points out advantages and drawbacks to joining the group. Identifies key Internet resources for trainers. (JOW)

Looks at the operation of a one-person training department. Discusses scheduling, budgets, relationships, and peer training. (JOW)

On-the-job training (OJT) is enjoying a surge of interest because of ISO 9000, the certification standards of the European Community. Negotiating a balance between training staff and frontline supervisors who are often made responsible for OJT is one way to improve it. (JOW)

Describes how computer games can be adapted and used for training. Discusses elements of a well-designed computer-based training course. (JOW)

Training directors can sustain their role in turbulent times by being knowledgeable about business, understanding the role of instructional technology, and developing a sixth sense about change. Their role can evolve into that of performance directors. (SK)