Describes a three-dimensional model for human resource development (HRD) professionals. The dimensions are HRD roles (learning specialist, administrator, consultant), practitioner categories (professionally identified, organizationally identified, collateral), and competency levels (basic, middle, advanced). Discusses the model's usefulness for…

Balancing consulting work with other life roles requires deciding how much one wants to work, how effectively and how often, what percentage of time to allocate to different elements, how much and how far one wants to travel, and how efficiently one manages the work environment. (SK)

The problem of developing women's resources in an organization raises special questions and issues for consideration, particularly in the entry, diagnosis, and response and closure steps of the consulting process for the HRD consultant. (Author/BP)

Focusing on planning and controlling of goals and systems, the author suggests three kinds of goals: Operating goals, relationship goals, and self-development goals. Flexibility and adaptation to the needs of a particular business or industry are essential. (Author/JB)

Benefits from in-company training programs depend on the instructor's effectiveness, participant application of theory to practice, and the superior-subordinate relationship. The article focuses on such program to demonstrate results. (Author/JB)

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…

Four authors who have experience with contract training present their recommendations for those who want to become contract trainers. Topics covered include program design, audience analysis, and marketing the trainer. (CH)

Author presents a comparative analysis of federal selection and retaining procedures. (Editor)

A report on developing consulting skills for organization problem solving in a large organization. (Author)

From a survey of leaders in organization development, the authors identified 40 major needed skills which they categorize under four headings: knowledge skills, consulting skills, conceptual skills, and human skills. They discuss concerns and needs in each category, providing a chart of the identified skills for self-evaluation. (MF)

While most organizational development consultants agree that managers are the real change agents, the profession has been slow to actively prepare managers to create and manage change. This article identifies barriers to helping the manager and offers guidelines for more effective consultant behavior. (LRA)

Presents an exercise based on six life stages discussed in "Passages" relative to four common training and development roles. Reviews the exercise and explores three roles: internal trainer, internal consultant, and training/development manager. Actions and questions consonant with the role at each life stage are suggested. (CSS)

The authors present an alternative model for training in organizational development (OD) which differs from other such models by being eclectic, inexpensive, and applicable to participants with varying degrees of experience. A design for a training laboratory is elaborated and related to theories about OD and about learning processes. (SK)