Two important components of performance, selection and placement of personnel and the motivational environment created by an organization, influence what a trainer can reasonably expect to accomplish in a training program. The implications of these components for training program success are examined. (EC)

In this third edition of "Training Manager Competencies: The Standards," the International Board of Standards for Training, Performance and Instruction (IBSTPI) presents an updated definition and discussion of the competencies of training managers. It is an expanded view that reflects the complexities and pressures of current practice…

A set of guidelines for developing trainers into creators, planners, and controllers are presented. These guidelines are offered as a brief refresher to experienced trainers and as fundamentals for trainers new to their job. (Author/DS)

The author discusses his definitions of training and education and presents his suggestions for the solution of management and supervisory training problems: (1) that training should meet real, identified needs, (2) that training responsibilities lie with each manager's superior, and (3) that all training should be results-oriented. (SA)

The article describes in the first person how obstacles were overcome to accomplish the development of a leadership training program for low income people (mostly minority groups) in a city of 40,000. Course content, time and location of course, and training methods were important factors in the course design. The support of minority-group leaders…

Author sees trainers as change agents and suggests three areas for change within the organization. (SP)

A report on UniServ. (GB)

Authors discuss an experiment in co-operation in adult teacher training. Authorities which had long experience and traditions of adult teacher training made their expertise available to new staff who were entering the field for the first time. (LF)

Reports the results of the first phase of a project sponsored by the American Society of Training and Development. (EB)

Examines the two critical functions of the interpersonal skills (IPS) trainer: (1) to analyze trainee performance and (2) to provide effective performance feedback. Discusses training styles and recommends the Causal-Analytic style. Derives guidelines for effective trainer behavior. (MEAD Subscriptions, CSML, University of Lancaster, Lancaster LA1…

The use of assessment centers to measure management potential is reviewed. Included are standards against which to evaluate centers, problems with the system, why many training managers prefer assessment to tests and interviews, and points to consider when converting an assessment center process to a management development experience. (CT)

To avoid "crisis training" and gain management support, professional trainers should develop a comprehensive training policy that includes a mission statement, goals and objectives, a management system, needs assessment, costs, record-keeping method, and evaluation mechanism. (SK)

Describes a seven-step program for stretching limited department resources and giving a boost to fledgling human resource development practitioners, and looks at how two companies employ interns effectively. (JOW)

Businesses, particularly training departments, have reacted to terrorist attacks, collapse of major businesses, and wrongdoing by religious figures. Trainers have responded by offering safety and security-related training, helping establish risk-management procedures, increasing ethics training, and rewriting ethics codes. (JOW)