If money is the root of all evil, is it also the root of all motivation? When talking about workplace performance and training, the experts' consensus is a resounding "No." This article discusses why cash doesn't motivate everyone all the time when it comes to workplace performance and training and takes a look at what does.

Supercharged. High-performers. Leaders of the pack. This article presents "Training" magazine's 2012 Top Young Trainers--those high-potential training professionals who are on the fast track to success. For the fifth year, "Training" magazine is pleased to recognize the outstanding talents, accomplishments, and leadership exhibited by 40 learning…

For flooring manufacturer Mohawk Industries, it is not enough to teach employees how to be great. The long-time Training Top 125 contender focused last year on helping employees to blaze their own learning paths while meeting organization imperatives. That meant improving the technology that supports employee performance, as well as creating new…

Describes a systematic approach to selection and promotion designed by the J.C. Penney Co. Goals are to: (1) identify basic qualities necessary for job success, (2) standardize selection methods, and (3) train a corps of interviewers and administrators to gather and interpret information and relate it to basic qualities of job success. (JOW)

Discusses the various approaches to creativity taken by various corporations and whether there is a difference between creativity and problem solving. Distinguishes between adaptive creativity--whereby employees find better ways to do their work--and innovative creativity--the ability to produce really big or strange ideas. (JOW)

Describes an electronic performance support system, a computer-based tool that can provide instant, job-related help to people while they are doing the job. (JOW)

The authors discuss how to train middle managers who do not exhibit any knowledge deficiencies, but who still need some form of development to put a sharp edge on their performance. They suggest that trainers use (1) self-reflective learning, (2) action learning, or (3) double-loop learning. (CH)

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)

The national skill standards project may take 10 years to complete and will be expensive to set up and maintain. Getting consensus from industry, unions, and educators and ensuring checks for fairness and nondiscrimination pose challenges. (SK)

Clarifies the purpose of developing lists of competencies for each job in an organization and looks at how competencies can be used productively for employee development. Describes a process for identifying competencies that, if acquired, will help overcome known barriers to successful performance. (JOW)

Describes training programs based on the secrets of star performers in a company. Discusses the steps to implementing a star performer program: (1) determine that there is an identifiable performance deficit; (2) define and identify the star performer; (3) determine how star performers do it; and (4) train the average performer. (JOW)

Effective problem solving depends on adopting the appropriate frame of reference to guide the search for solutions. If the problem is mislabeled or the wrong frame of reference used, the chances for success are lower. (SK)

Transfer of training happens when learned behavior moves from the training environment to the job--the impact of instruction on the trainees' subsequent job performance. (JOW)

Technology can extend human memory and improve performance, but bypassing human intelligence has its dangers. Cognitive apprenticeships that compress learning experiences, provide coaching, and allow trial and error can build complex problem-solving skills and develop expertise. (SK)

Discusses problems that arise when employees are asked to cooperate with each other to improve the company but are rewarded for individual performance. Offers solutions such as rewarding behaviors and offering a combination of salary plans. (JOW)