Background: The Who's Challenging Who? (WCW) training is coproduced and delivered by people with intellectual disabilities (IDs), and it aims to improve staff empathy for people with challenging behaviour (CB). This study qualitatively describes trainees' and trainers' experiences of the WCW. Methods: Semi-structured interviews were undertaken…

Campus sexual misconduct has been a growing concern in recent years. The researchers of this qualitative study analyzed the perceived adequacy of current sexual misconduct training and delivery practices from Title IX coordinators representing 11 higher education institutions across the United States. Results point to the importance of…

In this brief, JFF (Jobs for the Future) explores what training providers can do to adapt their programming in ways that put the country on a path to an equitable economic recovery following the COVID-19 pandemic. The authors conducted research to examine what education and training providers can do to design programs that emphasize equity and…

The applied dissertation project focused on the development of a comprehensive onboarding program and Trainer's Guide specifically developed for charter school management employees. Charter school education has grown significantly in the last several decades with over 6,100 charter schools that are currently serving students nationwide. Formal or…

Within the past decade, the introduction of computerized medical records into the business and practice of health care has created a need for effective training. The implementation of computerized medical records into a health care organization has been often associated with increased costs and decreased productivity. Although existing human…

An exploratory study of 954 mostly veteran workplace learning professionals sought to determine why respondents adopt e-learning. The results indicated that they see e-learning was most valuable for delivering instruction governing familiar company tasks, such as providing information about products, fulfilling compliance requirements, and…

The best kind of learning is that which never ends--and a culture of training means that staff will be more flexible and responsive to new ideas and strategies, imperative in today's libraries. In this practical resource, leading workplace trainers Reed and Signorelli offer guidance on improving the effectiveness of training programs. Their book…

This article reports survey findings related to the current status and future trends of blended learning in workplace learning settings from diverse cultures. This particular survey was conducted of 674 training and human resource development professionals from five different countries, mostly from the Asia-Pacific region (i.e., China, South…

An Innovation Configuration (IC) map identifies and describes the major components of a new practice such as NSDC's standards and details how it would look in practice. NSDC's ICs are detailed by contexts and professional roles. This CD-ROM focuses on the role of school-based staff developers.

A teacher's decision to leave the classroom to become a staff development trainer has personal and professional effects. These issues are described. (Author/MT)

The use of assessment centers to measure management potential is reviewed. Included are standards against which to evaluate centers, problems with the system, why many training managers prefer assessment to tests and interviews, and points to consider when converting an assessment center process to a management development experience. (CT)

Identifies the top 50 companies in terms of the amount spent on training and development, the number of hours of training per employee, and percentage of payroll spent on training. Profiles the top five plus four additional companies selected by the magazine's editors. (SK)

Adapts the gap model (comparison of service recipients' attitudes before and after service delivery) into a human resource development (HRD) service management model. Delineates linkages among organizational mission, internal customers' mission, performance needs, and HRD mission. (SK)

The need for recognition often drives very good trainers out of the field and causes others to leave salaried human resource development jobs to become consultants. (JOW)