This article offers 14 practical guidelines that can help pave the way to credibility for the training department in an organization. (Author)

A study to assess the learning styles of 165 athletic trainers (44 percent response) found that most preferred kinesthetic learning (60 percent); were independent learners (63 percent); preferred written to oral examinations (58 percent); and spent most of their study time in a reading mode (72 percent). (Author/JOW)

Responses from 172 of 476 business training directors revealed that grammar, spelling, and punctuation were rated important for secretaries and business letter and report writing for managers; content areas for managers differed by company size and type of business; and seminars and workshops were most commonly used delivery methods. (SK)

There is strong evidence to suggest that adult education teachers who become trainers are happy in their second career. However, individuals considering a career move into human resource development need to be aware of the fundamental difference between the two fields. (JOW)

Responses from 32 of an adjusted sample of 38 managers of human resource development certification programs indicated that 44% were at research universities; they averaged 25 students per year, and 66% offered graduate credit for coursework. Issues having most impact on program development were the changed work environment, age of the work force,…

Survey responses from 255 of 800 human resource development managers identified 8 business understandings/competencies for new trainers: preparing presentations, writing business correspondence, using computers, understanding employee behavior, making speeches/presentations, knowing principles of group process and organizational behavior, and…

A national survey received 1,802 replies from trainers (14.2%) showing that salaries are flat and trainers feel underpaid. Women's salaries have risen three times faster, but women still earn $.80 for every $1 of male trainers. Specialists in management, career, or organizational development saw the largest increase. (SK)

A total of 291 supervisors were assigned to 3 groups (in-house training, external training, no training) for training in management of troubled employees. Both forms of training were effective in improving supervisors' knowledge of employee assistance programs. Supervisory training was best viewed as a process, not a single event. (SK)

A model of organizational learning includes information acquisition, information distribution/interpretation, meaning making, organizational memory, and information retrieval. Human resource development professionals have techniques for increasing competence in individuals, but they must also do so for organizations. (SK)

Zenker offers 10 tips for keeping TV-era audiences interested in presentations. Chapman gives advice for trainers on coaching outside speakers for effective training presentations. (SK)

Steps for hiring training consultants are (1) check credentials; (2) specify needs; (3) ensure a fit with the organization; (4) request written program proposals; (5) make clear evaluation arrangements; (6) monitor appointed consultants; (7) give clear feedback; and (8) be prepared to answer awkward questions. (SK)

This report of a survey of 12,000 "Training" subscribes (2,037 responses) depicts the male-female salary gap and job categories of training positions; and compares salaries of executives, training managers, instructors, instructional designers, organizational development specialists, and personnel managers and specialists by region, company size,…

Describes a survey of 73 training professionals involved in course development that was conducted to determine whether and how they included instructional design activities in their projects. Factors influencing the selectivity of including instructional design activities are discussed; implications for practice are suggested; and future research…

Offers specific strategies and ideas on how human resource professionals can collaborate effectively with line management. Includes examples of how it was done at several companies. (JOW)

Looks at careers in the training field and profiles former trainers who have capitalized on their experience to begin new careers as performance consultants, directors of corporate universities, chief learning officers, and instructional designers. (JOW)