Background: Training conversation partners of people with aphasia who use facilitative communication strategies is one method that can improve access to healthcare for people with aphasia. However, the efficacy of communication partner training (CPT) has been investigated almost exclusively in the context of face-to-face (F2F) delivery. Online…

In the summer of 2012, the University of Arizona Libraries implemented an online training program to effectively train Access Services staff and student employees at a large academic research library. This article discusses the program, which was built using a course management system (D2L) and various e-Learning software applications (Articulate…

Although a great deal of time, resources and effort goes into the education of potential or existing entrepreneurs, our knowledge of the effects of this education is still rather limited. It can be argued that an imbalance exists between the substantial amount of finance and manpower invested in entrepreneurship education programmes and the very…

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

Describes a seven step decision-making process which enables organizations to examine training situations to determine whether behavior modeling is appropriate. Includes a behavior modeling decision flow chart. (JOW)

A standardized training valuation system (TVS) is built around a set of analytic tools and employs a four-step process: situation, intervention, impact, value. The methodology identifies specific, current, and potential values as well as value obtained. It also helps determine why a training program failed. (JOW)

Examples of "lean" programs are contrasted with examples of small-step programs. An analysis of cost data for 11 programs shows that trainees' wages are the major source of training costs. Lean programing cuts training time by a third or a half and thus reduces a major element in training costs. (Author)

For detailed information that needs to be retrieved occasionally before being memorized, individualized instruction is the key. Unfortunately, many executives confuse the term with the program instruction which they studied in the early 1960s. Information is provided to help the trainer convince management that self-paced learning succeeds, and…

Describes an interactive electronics training system, created by the College of San Mateo in cooperation with the Wisconsin Foundation for Vocational, Technical, and Adult Education which teaches the following courses: DC Electronics, Semiconductor Devices, and Digital Electronics. Other examples of interactive video are cited. (CT)

The author states that the real purpose for a training department's existence should be to help determine if training might be the best solution to a problem or a key contribution to an opportunity. How to cut training costs is explored. (CT)

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)

This paper identifies, structures, and defines a list of cost elements that is intended to describe fully the life-cycle cost of any formal program, course, or device for individual training of Department of Defense personnel. It was developed to provide consistent, comparable, and credible evaluations of the cost-effectiveness of alternative…

Faced with the probability of a future shortage of teachers, the State of California has been exploring possibilities for increasing the number of qualified personnel for the schools. One of the options considered was providing alternative routes of entry into the teaching profession. The Commission on Teacher Credentialing (CTC) evaluated one…

This article develops a production frontier model for the Employment Service and assesses the relative efficiency of the 51 State Employment Security Agencies in attaining program outcomes close to that frontier. This approach stands in contrast to such established practices as comparing programs to their own previous performance. (Author/CT)