Focuses on nine major activity areas of training and development: analyzing needs and evaluating results, developing training programs and materials, delivering training and development programs and services, advising and counseling, managing training activities, maintaining organization relationships, researching to advance the training field,…

How-to information for performing a skills audit is presented. Nine steps need to be performed in three separate phases: establish basic enabling skills data, compile the data, and summarize the data. A skills analysis can aid the training staff in deciding where to concentrate their instructional efforts. (CT)

Discusses why career planning is changing its focus from content and information to skill building. Examines why this change has been so slow, strong forces supporting career planning activities, major barriers, building required skills, organizational responsibility, and the need to train all participants in a system. (CT)

To ensure significant improvement in individual and organizational managerial effectiveness, the design and implementation of soft-skill management development programs need to address the six factors leading to change resistance and the five critical elements that contribute to success. These factors and elements are discussed in detail. (CT)

A successful program for minority group training. (Editor)

Knowledge can be taught effectively in the classroom, but skills can best be learned by on-the-job coaching. Coaching is a cost-effective way to reinforce new behaviors and skills until the skill feels more natural and begins to result in better performance. (SK)

Outlines the Employee Development Specialist (EDS) Curriculum Plan of the U.S. Civil Service Commission, which provides the means by which trainers can gain expertise in the tasks and associated competencies of the training job by participating in a series of learning experiences. (TA)

Four directors of corporate training answer the question "Should human resource development directors have a training background?" and then each presents a list of recommendations for trainers, involving such areas as internal consulting skills, business experience, sense of timing, the difference between training and teaching, and taking a…

Discusses the role of teamwork in an American corporation: the role of team leadership in problem solving, training, and facilitating team interaction; showing team achievement to gain management support; commitment to the individual; shared leadership; and reward systems. (CT)

Presents the Relapse Prevention model, which provides the structure in which managers can analyze potential lapses in their own skill retention. Discusses training goals, self-management, specific strategies, choosing a skill to retain, imagery and prediction, and holistic training. (CT)

The author relates rules of program development to skills development courses, emphasizes the importance of familiarization with the job for which the training is intended, discusses the types of instruction available for program presentation, and discusses some specific uses of audiovisual materials and tests. (AG)

Describes a planning system to meet the training requirements of specialized project personnel. This training planning system provides for an organized assessment of personnel training needs and the use of all available training media. It also provides mechanisms to document acquired training and to develop new training resources. (EM)

Discusses seven strategies that program developers and trainers can use to produce more rapid acquisition, retention, and transfer of work skills, including: discover basic skills and concepts; analyze, define, and field test; produce and verify mastery; teach basic skills and general principles; teach trainees both correct and incorrect examples;…

Stresses importance of mixed background of interdisciplinary education and experience in preparation of human resources development specialists. Recommends continuing professional growth strategies: involvement in obtaining feedback; cotraining; learning opportunities; asking colleagues (about success/failure experiences); professional…

A method of training used by the Applied Physics Laboratory of John Hopkins University to upgrade the skills of mail clerks to enable them to fill clerk typist positions is recounted and its adaptability pointed out. (AJ)