Adult education is best provided in a service relationship based on partnership, in which both parties experience mutual benefits and feedback is seen as opportunity for growth. The quality of adult education service necessarily depends on the personal development of all staff. (SK)

Seeks to clarify the rhetoric about learning organizations; suggests that the term has two senses: an organization that learns and an organization that promotes learning. Asserts that an educational institution's priority is the learning needs of students, who are not analogous to other organization's human resources. (SK)

Employee development programs that encourage learning that is not necessarily work related benefit employers through improved motivation, commitment, and morale, if work-related training is also offered. Less-skilled, less-educated employees have the most to gain. (SK)

An adult educator's experience of delivering a paper via videoconferencing led to these conclusions: there is a danger that such technologies will be limited to those with technical skills and knowledge and to institutions able to have such facilities, and adult educators should be trained in the use of the Integrated Services Digital Network and…

Staff development should be involved in dealing with the capabilities of the whole institution by nurturing staff. Institutions must deal with attitudes and incorporate equal opportunities within the structure, content, and delivery of all of their activities. (SK)

When Kensington and Chelsea College became a further education college, staff were offered an employee development and assistance program. Results show individuals gained skills, knowledge, and confidence; they experienced their college from a student's perspective; and their willingness to enroll sent a strong marketing message to students. (SK)

Several British initiatives for workplace learning (University for Industry, Individual Learning Accounts, employee development) have common goals: widening participation, recognizing adult learning as a key to social inclusion, providing equal opportunities, and extending guidance provision for adults. (SK)

Hamilton's critique of the National Federation for Educational Research (NFER) study, Progress in Adult Literacy, addresses the conceptualization of literacy, flaws in the research design, school-oriented focus, and validity and reliability of tests used; she suggests a research strategy. Brooks summarizes NFER's response. (SK)

As linear, one-company career patterns have declined, strategic learning resulting in a flexible portfolio of knowledge and skills becomes important. However, lifelong learning is increasingly viewed as mandatory, although social pressures on some learners, such as women, make educational participation difficult. (SK)

A British study of teacher training and staff development needs concluded that there is an urgent need for training community education program coordinators; tutors working with adults with learning disabilities need a foundational training program; and providers should ensure that disability issues are addressed at all stages and levels of staff…

A further education college for adults used Britain's Investors in People program to improve staff development opportunities for part-time staff. The process necessitated balancing the tension between academic culture and the language of adult education on the one hand and the business/enterprise ethos of the IP program on the other. (SK)

LearningWorks, an employee development program for University of Glasgow staff, grants training allowances to pay for learning on their own time. In the first year, 43% of eligible employees participated in a wide range of accessible learning opportunities. (SK)

Describes two projects: an employee development consortium of small and midsized enterprises in Nottinghamshire and the National Development Project, testing development strategies of further/higher education providers. The projects demonstrate the need for a wider view of workplace learning that recognizes the value of different types and styles,…

Describes how the British Post Office's training and development function evolved a human resource strategy designed to help individuals add value to the organization and apply thinking skills. Shows how the trainers' role shifted from classroom teacher to consultant and project manager. (SK)

A British college attracts traditional nonparticipants through the OUTSET program, in which college staff develop links with community organizations for marketing, curriculum development, and mutual awareness. (SK)