Tabulating and presenting training cost data will facilitate evaluation of programs and analyses of training cost-effectiveness. (JOW)

The article defines the major elements (fundamental questions, basic assumptions, anticipated costs, projected savings, and return on investment) of a cost model, discusses the function and importance of each of these elements, and illustrates the development and construction of a cost model through an analysis of a hypothetical speed reading…

Describes a field test conducted by the North Carolina Office of Day Care Services to examine the relative merits of telecommunications and traditional training in a realistic setting. Compares costs, time needed for training, and trainees' attitudes. Also discusses location of teleconference centers, content development, frequency of delivery,…

Various types of human resource accounting systems are described and analyzed: asset models, expense models, the utility formula, cost/benefit analysis, and a comprehensive program design. Steps in this last design (e.g., review all jobs in the organization, analyze training needs for targeted jobs, determine training programs that have the…

Thirty-five training managers in central Ohio were interviewed about their use of cost-benefit analysis. Incentives for its use are justifying and marketing training programs, acquiring resources, setting priorities, and increasing management support. Disadvantages include difficulty of quantifying training effects, subjectivity, cost, and…

To employ scarce personnel and money to best advantage, company management must diagnose critical training needs and assign them priorities. A systems approach is recommended, which gives focus to training design while accommodating most organization training goals. Included are suggestions for system design, facility management, and cost…

This article explores indicators which will reveal if organizations are ready to deal with the change implied in undertaking a quality circle (QC) program. It discusses characteristics of successful QC programs and lists readiness indicators which include internal project staffing, openness from management, time commitment, and financial…

Describes a study of 200 employers in which the key questions were: How many people do you train each year? How many person hours of training occur? What subjects are studied? How much money is spent? Results are reported and analyzed. (CT)

Eight rules for dealing with the new training technologies in the late twentieth century are described. They concern rising costs, choosing the right training technologies, support services, courseware, resource allocations, facilities planning, in-house training, and program sharing. (For parts I and II see CE 512 535.) (CT)