Clarifies three basic causes of the success of human resource development functions from an internal marketing perspective. They are functions actively rendering services in the right "client segments" of their organization; functions doing a few important tasks well; and doing those right things consistently. (CT)

This special report looks at what is wrong with traditional accounting for training and offers a new model--the consensus accounting model--to help measure the costs and benefits of training. (60 references) (Author)

Discusses four approaches to assessing training effectiveness and efficiency: resource requirement models, life cycle models, benefits models, and productivity models. Examines different ways of addressing the cost/benefits issue which could be useful in a particular training situation. Each model is analyzed in detail. (CT)

Trainers at Bell Atlantic converted two courses to an accelerated learning format. As a result, the costs of one course were reduced by 42 percent and the other by 57 percent. The satisfaction of students and trainers greatly improved, as did their job performance. (JOW)

Presents seven questions for tracking the effectiveness of training: (1) who is the client; (2) what is the problem or opportunity; (3) which results are to be tracked; (4) how is training linked to the results; (5) what is the total cost; (6) what information is needed; and (7) how long does it take to determine results. (SK)

Focusing on management development, the article suggest alternative ways for training and development professionals to adapt to economic cycle-related periods of feast or famine. Diagnosis, personnel management strategy, measurement, and alternative strategies are topics considered. (MW)