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)

Describes the evaluation process as it was applied at the Life Office Management Association (LOMA)-the first organization to have a nationally conducted adult education program evaluated. Information about other noncollegiate sponsored programs for college credit is also provided. (ABM)

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

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

Describes a program in which line managers were taught in a reasonable amount of time how to conduct management training programs for other managers. (EM)

Discusses the importance of intercultural communication and how training in this area attempts to lower barriers to communication by imparting knowledge and understanding of cultural factors. (WL)

Consists of two articles that (1) suggest use of the Delphi method for eliciting the recommendations of experts on the content of a meaningful and timely course of study for education and training programs and (2) discuss the importance of linking training evaluation to the processes of design and implementation. (JOW)

Evaluating training programs through the use of checklists is explained. One sample checklist is presented for use by managers, supervisors, and/or evaluators for the program design and developmental process evaluation. Another checklist is presented concerning learning conditions. (CT)

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)

The author offers advice on what organizations can do to enhance the mentoring process. She discusses finding a relevant focus, collecting data about the factors that promote and inhibit developmental relationships, implementing change, evaluating and monitoring impact, and taking the time to involve organizational members in a collaborative…

Anticipatory evaluation emphasizes the role of evaluation objectives in planning human resource development programs. In this integrated approach, evaluation begins before the program is designed and continues throughout development and implementation. (SK)

Workshop and conference improvement becomes a function of planning, linking, evaluating and following up on all aspects of the workshop experience. (ABM)

Describes Project Build which proved successful in bringing disadvantaged youth into the building trades. (MB)

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)

The author proposes using an action research model to diagnose, develop, implement, and evaluate a career development (CD) program that fits the needs and goals of the organization. Phases of a CD program development plan (data gathering, analysis and synthesis, feedback, program development, pilot implementation, and tracking) are examined. (CT)