While a main goal for corporate trainers traditionally has been to train employees to reach organizational goals, many trainers may find their roles expanding. With companies cutting back on staffing and consolidating multiple job roles into single positions, career development has taken on a much larger significance. At forward-thinking…

Sometimes it's a relief when a leader leaves. What large organization, after all, doesn't have its "seasoned" corner office dragon who predates everyone, and who no one can figure out how to get rid of? But more often, companies are proud of their leaders, especially the ones they took pains to develop over a decade or two. After years of…

Discusses the importance of feedback in service occupations and looks at Thomas J. Connellan's six principles on the use of feedback, reward, and recognition. (JOW)

Human resource development professionals must help workers realistically assess their options and plan for retirement well in advance. To do this they need to be aware of the ramifications of corporate trends in retirement policies. (JOW)

When the economy improves, strikes will increase as workers strive for their share in the new wealth. It is up to training directors to push hard for company-wide strike-avoidance programs. (Author)

Discusses empowerment, the process of coming to feel and behave as though one has power over significant aspect of one's life or work, as it relates to employee productivity, motivation, and behavior. (JOW)

States that the virtues of participative management have been promoted enthusiastically in recent years, but the realities of politics and power enable few to practice it consistently. Includes precautions and guidelines. (JOW)

Discusses the benefits of employee volunteerism such as enhanced brand image, increased customer loyalty, increased competitiveness, and skill building for employees. Looks at how several major corporations volunteer in their communities. (JOW)

Points out the value of mentoring programs as a way to recruit and retain employees and increase their value to the company. Discusses why some mentoring programs fail: employees do not understand why they are participating or there is little time and support for the program. (JOW)

The most innovative organizations translate ideas into business solutions and foster creativity by making it part of their culture. Features that support employee creativity include challenge and involvement, freedom, trust and openness, idea time and support, playfulness/humor, conflict resolution, debate, and risk taking. (JOW)

Takes an in-depth look at the phenomenon of intrapreneurs--entrepreneurs who work within a larger business but maintain some of the innovative, independent, and risk-taking characteristics of autonomous small business operators. (SK)

Discusses nine areas to be considered in performance evaluation: (1) objectives, (2) frequency, (3) involvement, (4) skills, (5) employee responsibility, (6) prediscussion, (7) growth, (8) evaluation of the evaluation, and (9) employer evaluation. (JOW)

Discusses the thin line between legitimate job-related training and an unwarranted intrusion into employees' personal selves. Covers ethical, pragmatic, and legal considerations. (JOW)

Seven key questions for implementing change are as follows: burden or challenge? worthwhile? will benefits appear quickly? limited to one function? impact on existing relationships? will it fit in existing organizational culture? and is the change certain to happen? (JOW)

Various elements of absenteeism are presented: costs to the employer, company policies that affect absenteeism, when absenteeism is high, and how the training officer can improve the situation (positive discipline, post-absence interview, and other strategies). (CT)