Any organization with a comprehensive training program has a leadership development curriculum. These programs include everything from conventional classroom learning with guest speakers to high-tech simulations and lavish retreats. There also may be mentorship thrown in, as well as multiple job rotations. Despite the well-rounded curricula, many…

In this reflective essay, Alan McCullough Jr., Felton Morrell Jr., Bernard Thomas III, Vincente Waugh, and Nicholas Shubert with their teacher, Amy Donofrio, share the youth self-authorship methods that empowered them to transform their labels from "at-risk youth" to "at-hope youth leaders" in Jacksonville, Florida. After…

Ronald Hughes and his colleagues have written a groundbreaking article on child welfare's use of differential response. Their research addresses the matter from a "lessons learned" and "ways to improve" approach. Our comments focused on three key issues: (1) the importance of evidence-based practice; (2) the recognition…

In this webinar, Ellen Moir, CEO and founder of the New Teacher Center, shared research that shows evidence of the effectiveness of the NTC induction model in raising student achievement and its potential for reducing teacher attrition (Moir, 2009). This Q&A addressed the questions participants had for Ellen Moir following the webinar. The…

In this webinar, Dr. Hilda Borko, professor, Stanford University Graduate School of Education, presented examples of promising models of professional development, including the Problem-Solving Cycle, Learning and Teaching Geometry, and the use of videos as tools for teacher learning. This Q&A addressed the questions participants had for Dr.…

Discusses the relationship between training effectiveness and one's reputation for being/for doing. Lists values important in achieving a long-term reputation for effectiveness and actions that will help build a reputation of which one can be proud. (JOW)

Skill is the crucial element that turns knowledge into behaviors that succeed in the real world. Often "soft skills," such as management, leadership, interpersonal communications, and problem solving, vanish when people are on the job, indicating the need for more effective training programs. (JOW)

Discusses the six cycles of training: (1) identification of training as a solution, (2) allocation of resources, (3) building expertise, (4) demonstration of success, (5) withdrawal of support, and (6) groping for survival. (JOW)

Effective training is essential to maintaining product quality and serving customers. Active participation by management and staff is also required. (JOW)

Describes a training program that can provide volunteer child advocates with effective techniques for organizing, assessing, and gathering data on relevant public policy; educating others; winning public officials to their aims; and evaluating how enacted legislation affects children. (Author/HOD)

This article is the first of a series of three in which the authors share the results of their field studies on industrial training. Among the sources of ineffectiveness and inefficiency of training efforts are training given despite no real deficiency, wrong choice of expectations, training as panacea, and training too soon or too late. (CT)

Discusses six major errors in management development programs. These failures include (1) not tying development programs to strategic considerations, (2) not properly qualifying participants, (3) not using proper training methods, (4) not differentiating group and individual development, (5) not providing posttraining support, and (6) not…

The "training for impact" model outlines an approach to training that produces results meaningful to management, demonstrating that transfer of skills has occurred. (SK)

Describes Texas Instruments' (TI) attempt to capture the key skills and personal characteristics of outstanding manufacturing supervisors in a competency model derived from research on high performers. The result was a one-day simulation and assessment center that looks and feels like a day on the shop floor. (JOW)

Describes the American Society for Training and Development's Benchmarking Forum, a cooperative venture among companies with strong financial and organizational commitments to employee training. Participants will identify training's best practices and generate comparative data to set a standard for their individual efforts. (Author)