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)

The selection process for trainer managers entails designing a job that meets the organization's training needs, writing clear specifications of what is expected, screening resumes, structuring interviews around selection criteria, and asking top candidates to demonstrate their competence. (SK)

Asserts the need for good research is common for people involved with performance and instruction issues, and stresses interdependence of research and field workers. Discusses principles of objectivity, precision, and empiricism in good research. Examples illustrate how methods of practitioners are improved through application of these principles.…

The author developed an instructional-design model consisting of four simple steps. The model is in a circular format, rather than the usual linear series form, so it is named the training wheel. (SSH)

A method for developing skills among trainers working with small groups focuses on the following areas of trainer skill development: content, design, methods, leadership, participation, adult learning, visuals, and time. Variations to the method are suggested, and the strengths and weaknesses of the process are discussed. (EC)

This document was produced by the authors based on their research for the report, "Private Training Providers: Their Characteristics and Training Activities," [ED495181] and is an added resource for further information. That study examined the nature of the training activity of private registered training organisations (RTOs) offered to…

The athletic trainer is, in effect, a paramedic who gives first aid and rehabilitation treatments to injured athletes. Opportunities, income, education, and a list of undergraduate and graduate programs approved by the National Athletic Training Association are presented. (Author/SC)

Article outlines four basic strategies for managing change and prompts the reader to take a mid-1973 quiz on his goals and training objectives for next year. (Editor/RK)

As a result of experienced group leaders' responses to and observations of interaction scenarios, three distinct and highly interpretable groups in terms of practices, purposes, and processes are discussed. (BY)

Author discusses a new method of practice teaching in which the trainee is asked to prepare a lesson on a simple subject about which he knows nothing. The purpose being to help trainees recognize the general principles that underlie all good teaching and effective learning. (LF)

The effective training designer must consider that most employees will face three or four major retraining efforts in their lifetime and see each program as contributing to this continuous development. (NL)

Various recent attempts have been made in industry to provide the worker with a more challenging work content and thus provide job enrichment and satisfaction. In this article, the author sets out the many factors involved and suggests that the training manager has a vital role to play in overcoming this industrial malaise. (Author/EB)

The authors report data from a survey of perception of training from the viewpoint of the organization, the trainee, and the trainer. The article also presents a sample of the strategies traditionally available for improving these perceptions. (CT)

A case made for hiring experienced athletic trainers to work with coaches in preventing as well as treating injuries. (JD)

Results of a survey of training directors in large firms indicate that the question of what is the best method of training only makes sense when it is asked in tandem with the question "for which training objective?" (Author/IRT)