The survey of 31 coordinators of supported employment programs for the disabled in Illinois found a high rate of job turnover by employment specialists, with salary identified as the primary reason for the turnover. Individuals hired often did not meet educational qualification standards. (DB)

An athletic trainer provides instruction and direct assistance to student athletes and their coaches to develop maximum performance in an injury-free environment. This job description includes an outline of qualifications and responsibilities of a secondary school athletic trainer. (FMW)

Describes a centralized and standardized training program developed by the Department of Veterans Affairs to train newly hired claims examiners. Topics addressed include site selection; technology used in training; curricula development; training the trainers; and trainee reactions. (LRW)

An integrated approach to developing incidental trainers and teachers teaches learning-centered decision making for planning training and setting objectives. The learning model used for instructional design has five steps: be introduced to topic/skill, get to know it, try it, get feedback, apply it. (SK)

A psychological contract is a set of unwritten reciprocal expectations between trainee and training program. Public agency trainers must establish and manage psychological contracts through clearly defined objectives and development of a learning climate that leads to effective training. (SK)

Examines the relationship between course developers and instructors in large corporations. Highlights include hiring practices for training department personnel; qualifications sought by the organization; self-report of competencies; separation of responsibilities; job frustrations; role of technology; and management's role in facilitating…

Survey results from 72 (of 127) trainers and 128 (of 222) business teacher educators showed that trainers perceived 12 of 14 training methods effective (lecture and role playing were not). Teacher educators found 10 of 14 effective, but only lecture was used frequently. Workplace training methods most often were individualized or one-on-one…

Discusses the problems that those who train and develop individuals in the workplace have because of a lack of a unified understanding of who they are and what they do and a lack of a common terminology and, consequently, a unified identity. (JOW)

Responses from 243 of 400 marketing trainers validated work experience and business/marketing classes as curriculum components. However, high school and technical college marketing programs were not as valued as four-year college programs. (JOW)

"Anna and the Kaleidoscope" (Ingram) notes that work force diversity can apply to differences in aptitudes, outlooks, backgrounds, and learning styles as well as race, gender, and physical ability. "Managing Diversity in the Classroom" (Steffey) presents tips for uncovering the abilities of diverse participants and incorporating them into the…

Successful training abroad requires attitudes (respect for other values, tolerance of ambiguity, commitment, persistence, sense of humor), skills (cultural flexibility, communication, creativity, self-management), and knowledge (of home, target, and corporate cultures; human resource development theory and practice, language of the host country, a…

One method for ensuring quality in continuing training is self-assessment by trainers and trainees, which requires certain qualities in the subject and the environment. Self-assessment complements, and is complemented by, external evaluation. (SK)

Discusses the changing role of technical-support personnel in higher education and corporate training as they are asked to serve as corporate trainers and advisors for distance-education programs. Suggests that technologists focus on three areas of study to help with their new roles: adult education, adult learning, and program planning.…

Stories of 20 experienced Finnish human resource developers illustrate how expertise is constructed through the experience of problem-solving situations. Communication, interaction, collaboration, and management involvement are sources of problem situations. Expertise is a flexible and inclusive state of mind, not the application of routine…

In interviews, nine managers and nine trainers in health care organizations were asked about organizational changes and causal attributions. Differences appeared in manager and trainer attributions. Judgments were often made with very limited data and there was a lack of communication between trainers and managers. (SK)