Continuation of a two-part feature on how the exigencies of recession can spark a change of training direction from activity to results. (See CE 512 717 for part one.) (JOW)

Discusses why measuring behavior change is an effective way to project how the training program is contributing to the objectives of the organization and reducing operating costs. (CT)

Differentiating between mentors and sponsors, Burke describes the roles of mentors and apprentices. He explains the implications for organizations of career achievements that are motivated by identification with a role model rather than compensation for felt inadequacies. (SK)

The training manager can be successful in a period of economic difficulty by shifting the focus of the training program from activities to results. Benefits of this approach are wider options, flexible programs, budget justification, and support of senior management. (SK)

Having identified the problem of managerial transition in a previous article (CE 510 277), the author outlines a strategy for change which includes performance appraisal, definition of the management structure, and counselling for the individual in transition. (SK)