The barrier to a company's performance may be a conflict of organizational values and culture with those of the training profession. Elements of this value system that create the invisible wall are egalitarianism, people focus, "guerilla" training tactics, and emphasis on human interaction. (JOW)

A survey of training departments (n=560) investigated whether training is done in-house or is outsourced. Findings determined that companies are increasing their training staffs, the percentage of courses taught has not changed in three years, and evidence of outsourcing is not conclusive. (JOW)

Discusses TRDEV-L, a listserv comprised of subscribers who discuss a variety of issues related to training. Points out advantages and drawbacks to joining the group. Identifies key Internet resources for trainers. (JOW)

States that the lure of cost savings and other incentives are prompting more organizations to outsource their entire learning function. Suggests that this will provide different opportunities for trainers. Looks at incentives, services, and advantages of outsourcing training. (JOW)

Describes STEP (Systems for Training, Evaluation, and Performance), a model consortium of senior training professionals for performance improvement. STEP activities are described, including networking and projects; costs, management, and replication of the model are also discussed. (LRW)

Discusses the trend of trainers who are getting degrees through online courses delivered via the Internet. Addresses accreditation issues and what to ask before enrolling in online degree programs. (JOW)

The five aphorisms are training is a "style" or aesthetic and its messages reflect organizational cliches; trainers' messages are part of the organizational consensus--what trainees already believe; training to improve social interaction lessens individual action; technologized work is psychologically suffocating; and training influences…

In the 1960s, companies were required to hire "different" workers. Trainers must understand what difference is and is not; they must be able to relate to it and to serve as role models on how to teach and live it. Knowing how to work with difference comes from personal experience and is generated by emotions and thoughts. (JOW)

Adult educators and trainers in South Africa face the task of developing the nation's human resources and contributing to reconstruction. Crucial tasks include advocacy for government resources, development of a common identity, and formation of a new national organization to lobby for the interests of adult education. (SK)

Instead of training staff to deal with problems, organizations need to recognize the problems and change to solve them. Training departments are changing to include organizational development to facilitate teams, design work processes, and get out where the real work happens. (JOW)

Half of the $50 billion spent on training each year is wasted. The training industry is responsible for at least half of that waste because the field is not fully professionalized and too many programs are not based on research on human psychology and behavior. The training industry must improve both the quality of its product and the quality of…

In a sample of 285 (of 1,363) corporations, reports of supervisor reaction to supervisory training were assessed to measure program success. Results highlight the importance of training administrators' role in convincing supervisors and their superiors of the value of training before implementation. (SK)

Training can be improved by providing a theoretical base for practice. Criteria for selecting useful theory include generality, relevance, consistency, completeness, testability, centrality, and usability. (SK)

Includes "The Internet: Where Few Trainers Have Gone Before" (Rubin); "The Attractions of the Internet" (Sorohan); and "Trainers' Network on the Net," a discussion of the Training and Development listserv (TRDEV-L) with its founder, David Passmore. (SK)

If trainers do not understand the implications of the research into people at work that has taken place over the past 60 years, their visions are going to be flawed and incomplete. The key to the future and effectiveness of managements and organizations lies in that research. (Author)