Any organization with a comprehensive training program has a leadership development curriculum. These programs include everything from conventional classroom learning with guest speakers to high-tech simulations and lavish retreats. There also may be mentorship thrown in, as well as multiple job rotations. Despite the well-rounded curricula, many…

Nine reasons that training programs do not succeed (for example, limited training resources, reasons for training unclear, critical nontraining factors ignored, management support is lacking, role of supervisor not recognized, little preparation or followup) and five training success factors (value, focus, power, mass, duration) are presented. (CT)

The authors present a step-by-step approach to a phased-in career development model to help develop, restructure, evaluate, and implement a program. Steps include: examine existing practices; sell top management; communicate corporate philosophy; integrate the program; design workshops; and evaluate. (CT)

A step-by-step method can determine whether training programs match the training needs as expressed by rated objectives. Trainers calculate the time devoted to each objective while the program users rate the importance of each objective. The match between importance and time is a measure of program efficiency. (LRA)

Reviews the status of federal initiatives to reform the U.S. employment and training system (one-stop career centers, skill standards, School-to-Work Opportunities Act). Notes uncertainties regarding the effect the new Congress will have on attempts to improve the system. (SK)

Discusses the six cycles of training: (1) identification of training as a solution, (2) allocation of resources, (3) building expertise, (4) demonstration of success, (5) withdrawal of support, and (6) groping for survival. (JOW)

Discusses the pros and cons of using computer-assisted instruction for training and the difficulty in evaluating various programs. (JOW)

Presents simple methods for calculating the costs and benefits of training, consulting, and other human resource development interventions in a variety of settings. (JOW)

Discusses the application of objective evaluation criteria to training programs. Suggests evaluating a presentation by asking: What is the speaker's goal? Does the delivery achieve it? What information is superfluous? What information undermines the goal? and What tactics are being used to engage listeners? (JOW)

Describes successful welfare-to-work transition programs that provide training for welfare recipients for real jobs. Includes experiences of several companies, guidelines for hiring former welfare recipients, and websites with information about welfare reform. (JOW)

Discusses methods for evaluating the return on investment of training. Compares the effectiveness of electronic learning and traditional methods and suggests that measuring hard numbers might not be a true indicator. (JOW)

A performance audit is a comprehensive examination of an organization or activity conducted by an independent evaluator to assess efficient use of resources (management audit) or effectiveness (program audit). (SK)

Offers effective ways to increase student involvement in the training classroom. Suggestions include use of questions and answers, subgroups, case studies and role playing, and debating. Indicates that the measure of success lies in how much usable learning has been accomplished by the greatest number of people. (JOW)

Looks at different performance-measurement tools than can ensure that a training or performance solution is strategically aligned, objectively evaluated, and quantitatively measured for results. Suggests aiming for a balance among the financial, customer, and internal perspectives and the innovation and learning that can result. (Author/JOW)

Suggests a particular way to think about the issue of quality in training, an approach that relates quality to customer satisfaction. Distinguishes between training efforts that are good but not as complete as one would like and those that are second rate. (JOW)