Anticipatory evaluation emphasizes the role of evaluation objectives in planning human resource development programs. In this integrated approach, evaluation begins before the program is designed and continues throughout development and implementation. (SK)

Discusses a thorough, clearly documented, fast way to design training programs. The method is particularly good for programs that are too long, used repeatedly, or involve a series of related programs. (JOW)

Twenty training professionals in different occupational groups rated eight steps in the training process from development to execution to evaluation. Accountability proved to be a key factor in training success, while needs assessment is usually not well executed. (SK)

The author explains why creating new programs in an organization and maintaining the programs over time requires a good program leader, integration into the organization, and constant attention to barriers and pitfalls. (CT)

Discusses the importance of training for information technology trainers. Describes the team approach used by the Mobay Corporation to overcome the problem of matching trainers' skills to the task of developing training programs. (JOW)

Sales training programs require continual evaluation. The authors present a conceptual model of the interrelationships of planning, training, evaluation, and modification (IPTEM) in corporate sales training programs. (CT)

Describes Merrill Lynch's Account Executive Simulation Exercise: a three-hour simulation designed to evaluate job applicants' potential for success as account executives from their performance in the role of an account executive. (CT)

Reviews 10 steps which serve as guidelines to simplify the creative process of producing a video training program: (1) audience analysis, (2) task analysis, (3) definition of objective, (4) conceptualization, (5) visualization, (6) storyboard, (7) video storyboard, (8) evaluation, (9) revision, and (10) production. (LRA)

Awarding continuing education units (CEUs) can offer ongoing benefits to a company, institution, or training group at relatively little cost. A company offering CEUs may be able to help employees complete their college degrees and set long-range goals. (JOW)

Provides a checklist for program planning. Includes the following considerations: the place, the room, the people, outside speakers and guests, the program, equipment, and arrangements. (CSS)

Because of a need for quality improvement, Wisconsin Power and Light trained two six-person pilot groups in statistical process control, had them apply that knowledge to actual problems, and showed management the dollars-and-cents savings that come from quality improvement. (JOW)

The authors demonstrate the comprehensiveness of a performance management system and why it isn't just performance appraisal anymore. They discuss choosing performance appraisal measures and standards, communicating performance expectations, planning for performance, monitoring and controlling performance, appraising performance, providing…

Evaluating training programs through the use of checklists is explained. One sample checklist is presented for use by managers, supervisors, and/or evaluators for the program design and developmental process evaluation. Another checklist is presented concerning learning conditions. (CT)

Focuses on some important aspects of managing training activities, such as arranging program logistics, obtaining/hiring program resource people, preparing budgets and plans, training and supervising personnel and managing leadership. (CSS)

A research and testing process at Xerox Learning Systems identifies steps for developing an effective skill-based supervisory training program. (Author/SSH)