Training professionals can take advantage of the opportunities that come with the strong, new interest in learning in organizations. But they must be ready to build and to demonstrate their skills as chief training officer candidates. (JOW)

Offers guidelines for determining when and how to recruit subject matter experts (SMEs) and for ensuring that they deliver high quality training. Considers common problems of SMEs, such as giving too much information, conflicts with their job commitments, and stage fright. (JOW)

Provides eight ways for trainers to avoid overloading trainees: prepare succinct reference materials, let learners do more, chunk training, design materials with memory aids, create job aids, build automaticity, give learners "training wheels," and detect and correct overload during training. (JOW)

Expresses concerns about "consultants" who, without real professional qualifications, put on a performance instead of conducting training. (SK)

The advantage of trainer certification is that it assures employers that a trainer will perform to an agreed-upon standard. However, instructor certifications address only the most straightforward piece of training. Certifying complex parts of the job would require assessment and observation that would be difficult to administer. (JOW)

Explains how college faculty can adapt teaching styles to meet the needs of corporate trainees for application-oriented approaches with immediate outcomes. Presents ways to customize training plans, deal with logistics, and resolve problems. (SK)

Four "virtual trainers" describe the challenges and successes of providing web-based training and give advice on planning coursework, timing instruction, distinguishing between skills training and information sharing, troubleshooting technology difficulties, and adapting to increased workload. (SK)

Subject matter experts have knowledge and experience to be technical trainers, but they may require training in adult learning theory and teaching methods. Research on trainer effectiveness is needed to identify ways to improve the use of subject matter experts as trainers. (Contains 26 references.) (SK)

Discusses tactics for surviving as a trainer in an unfriendly organizational atmosphere. Offers a method for demonstrating to managers the connection between quality assurance and employee empowerment. (JOW)

Reviews how the U.S. Agency for International Development uses training to help countries improve their democracies and economics. Identifies resources for trainers interested in international employment. (JOW)

A study of 240 instructors of kaizen (continuous quality improvement) and technology transfer in overseas assignments for Toyota found that commitment to work and corporate cultural values were significant. Instructors recognized the responsibility and challenges of communicating and transferring their know-how across cultures. (SK)

Offers three strategies that will make the job of training employees to use new software easier: (1) understand the business need that the software is addressing; (2) synchronize the development of training and support materials with the software development cycle; and (3) choose the appropriate training approach for the software application.…

This report on an annual salary survey of trainers (n=2,673) indicates that people at the top are most satisfied with their remuneration. Tables depict salaries by region, gender, and the following categories: executives, managers, classroom instructors, instructional designers, career specialists, and personnel directors. (JOW)

The authors share findings, insights, and implications from "Going Virtual! The Status of Professional Development for K12 Online Teachers," a 2007 report supported by the North American Council for Online Learning (NACOL, now known as iNACOL). The authors conducted a national survey of 259 K-12 online teachers, administrators, and professional…

A new experience in bank training is the use of simultaneous role playing, a type of participative training in which students mostly instruct themselves rather than through instructor interaction. The purpose is to develop field trainers which in turn will reduce training cost and train more personnel. (DS)