The article recommends (1) the formulation of course objectives and valid measuring instruments for evaluation and (2) the determination of training needs. The solution is a four-step procedure to identify: parameters for ranking training needs, types of training programs needed, criteria for evaluation, and ways training contributed to…

It should be the supervisor, rather than the staff development expert (training expert), who evaluates the results of a company's training program. All too often, changes reported by the staff development officer are not observed by the trainee's supervisor. (AN)

The Instructional Systems Design model is presented. Phases of the model are explained. They are: (1) analysis (organizational, learner, and job needs, and evaluation); (2) design (objectives, specifications, strategies, evaluation); (3) development (evaluation, tests, media, materials); and (4) implementation (instructor characteristics, training…

Describes how Hughes Aircraft trainers followed four steps in meeting the challenges of a flexible manufacturing environment: needs assessment, design strategy, pilot evaluation, and follow-through. Within this environment, 50 self-paced training products were developed for one of the company's wire and back plane harness assembly departments. (CT)

The second phase--planning phase--in a three-part training evaluation process for organizations, businesses, and/or industry is presented through dramatization and commentary. (Steps in this phase include design, organize, estimate cost, offer options and negotiate, and present findings.) A flow chart traces the entire training evaluation process.…

Presents results of a national survey of training and development executives concerning the state of U.S. employee training. Examples of the topics covered by the survey include corporate philosophy, staffing considerations, needs assessment, training participation, program topics, methods and materials, and program evaluation. (CT)

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…

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)

Traces the task analysis and subsequent development of a questionnaire assessing 37 supervisory/managerial abilities grouped into seven categories: planning, directing, problem solving/decision making, communication, training, hiring, and performance review. Discusses processes, results, and follow-up evaluation of a workshop which used the…

Discusses differences between research and evaluation and identifies needed research areas: learning strategies, success and failure, transfer of training (learning), human resources development (HRD) staffing and placement, and HRD attitudes. Outlines research competency areas: develop research designs, design and validate data-gathering…

The four phases of developing a supervisory training program are discussed: (1) identifying training needs, (2) designing training to meet these needs, (3) conducting programs, and (4) evaluating training effectiveness. Supervisory skills, main categories of training materials, and types of evaluation are outlined. (MW)

A career planning project was conducted by the Lawrence Livermore Laboratory to meet the career guidance needs of organizations and employees. The program emphasized self-assessment as a basic step in career planning and utilized a variety of resources. Workshops were conducted on personal assessment and on defining motivational job skills. (EC)

Four human resource managers present their recommendations for establishing training/human resource development departments. They discuss the following elements: chief executive office support, the role of formal needs analysis, the role of operating managers, market research, and having a sense of teamwork. (CT)