A new evaluation technique developed by the Life Office Management Association (LOMA) has developed an evaluation form for measuring and improving training effectiveness. (BP)

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)

Recommends a training program of very modest investment which deals with five specific ways to obtain positive results. (EK)

Suggests use of questions as instructional tools. Provides guidelines for devising effective questions and handling responses to questions. To evaluate the program, the author advises the trainer to consider content, methods, presentation, time, and atmosphere. Also reviews self-evaluation techniques and forms. (CSS)

This article provides a flexible systems approach model for planning programs that includes seven steps: (1) assessing needs; (2) establishing priorities and responsibilities; (3) selecting goals and objectives; (4) allocating resources; (5) selecting teaching techniques; (6) evaluating outcomes; and (7) determining effectiveness. (JOW)

Explains why some programs fail to prove themselves in evaluations yet have substantial benefits. Documents a method of administering self-reports, pre-then-post testing that helps to eliminate response-shift bias. (Author)

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)

The study examines the pros and cons of management development programs as a method of managerial upgrading. Survey results from six industrial groups in Kansas are discussed and tabulated. Considered are: program participation, selection, effectiveness, and future plans. (MW)

Each of four segments (reaction, learning, behavior, and results) in the process for evaluating training programs is analyzed in terms of evidence versus proof of program effectiveness. (EM)

Describes a training program designed to utilize talent and increase group communication. (RK)

Describes IBM's programatic research effort to find out whether new, internally developed training technologies increased knowledge and retention. (JOW)

Includes "Outdoor Training: Revolution or Fad?" (Wagner, Baldwin, Roland); "Getting the Most out of Outdoor Training" (Buller, Cragun, McEvoy); and "Outdoor Training Companies" (a directory of more than 100 firms). (JOW)

The article describes one approach to preparing a diverse group of 15 individuals representing seven different agencies in Chicago-Cook County's criminal justice system, to assume the responsibility for planning, administering, and delivering training within their respective agencies. (Author/BP)

Suggests that successful evaluation projects for training programs focus on management decisions. Provides a checklist of concerns that deal with the effectiveness, efficiency, and relevance of the program. Discusses the selection of the data level and decision-making criteria. (CSS)

Describes the development of a training program for salespeople (trainees and managers) called Dimensional Sales Training (DST). It is noted that DST is designed to increase sales, build skills, and improve performance, while providing a systematic process of collecting data for measuring program effectiveness. (EM)