Notes that one answer to the human effects of downsizing is to retrain the labor force to work different jobs. Contends that the federal government is pointing to the community colleges to spearhead this retraining effort. Discusses three job-training proposals and emphasizes the important business-college link. (Author/NB)

Describes a small capitalist venture owned and run by women in the village of Mochudi in southeastern Botswana. The women produce tin work from recycled materials and learn marketable skills. (LZ)

Describes and provides an orientation to nonformal vocational training (vestibule training, on-the-job training, apprenticeships, training for unemployed persons) and increases awareness of the potential and the legitimacy of out-of-school vocational training efforts. (JOW)

Argues that training for automated library systems is an ongoing process which does not stop once the system is operational. Some problems that can be alleviated through ongoing training are examined, including the addition of new employees and/or new systems software and functions. (nine references) (MAB)

Guidelines for eliciting useful feedback focus on planned opportunities, collection during programs, multiple methods, descriptive information, feasible changes, clarification from learners, investigation of prompt response to learner concerns, staff discussion, receptivity to change, and commitment of resources. (SK)

Zambia is increasingly recognizing that educating women will benefit families and the nation. Education can enhance women's share in the benefits of production and influence their childbearing practices and health behavior. (SK)

Offers suggestions for improving the interaction of videotapes used for training: discussion during and after viewing, case studies, searching and skipping, and support materials. Describes features of interactive videodiscs: Socratic method, role playing, freeze-framing, random access, and customization. (SK)

A literature review and survey of 127 (26 percent response) businesses produced suggestions for improving on-the-job training (OJT): establish policy and accountability, review precedents, design and conduct structured training, provide specialized support for trainers, avoid turf battles, and consider literacy skills. (SK)

Research in Nigeria and Thailand is used to demonstrate that, where vocational training is cost effective (graduates get appropriate jobs), links with employers are closer than in other labor markets. Techniques such as reverse tracer studies, labor market signaling, and skills analysis can be used to improve training effectiveness. (SK)

Because organizations need to be broader based and cross-functional, workers must have broader expertise as well as deep specialized skills. Cross-training and teamwork are essential. (SK)

A survey of 97 apprentices and interviews with 16 apprentices and 8 supervisors in a technical and further education (TAFE) college in Australia found that apprentices felt less pressure to perform and more freedom to learn at their own pace. However, supervisors criticized the self-paced approach, competent/not-yet-competent assessment method,…

"Modern Apprenticeships" for young British school leavers have a flexible timespan and funding from local Training and Enterprise Councils (TECs). Study of six TECs found that funds for the program varied widely and were minimal compared to other government programs; employers do not have resources to accommodate apprentices; and the…

Managers/executives (n=42), training directors (n=47), trainers (n=45), and supervisors (n=33) identified the primary methods of evaluating training transfer as testing and performance evaluation. Supervisors estimated that 67% of training is transferred. The most used strategies to improve transfer were program modifications, improved training…

Describes aging from physical, cognitive, social, and psychological perspectives; the accommodations needed in retraining older workers; technology issues; and successful corporate retraining programs. (SK)

Competency modeling is an attempt to describe work and jobs in a broader, more comprehensive way. Some organizations are restructuring their performance-management systems (interviewing, selecting, developing, rewarding, recognizing) around competence models. (SK)