Program managers frequently put staff training near the top of their lists of ongoing challenges. The mix of diverse, complex training needs in many programs means managers may be responsible for orienting new staff, implementing new administrative procedures, or facilitating steps toward long-term program improvement. The greatest underlying…

This article presents a partnership effort among managers, trainers, and employees to spring to life performance improvement using the performance templates (P-T) approach. P-T represents a process model as well as a method of training leading to performance improvement. Not only does it add to our repertoire of training and performance management…

Discusses the potential for improving training and coaching program effectiveness by using fluency-development methods. Describes the revision of a new-hire training program in a customer call center that applied a fluency-based approach to reduce training time by one-third, accelerate productivity readiness, and surpass benchmark productivity…

Discusses whether corporate training and education needs are better served by one large training department or by many small training staffs directly controlled by the departments. (JOW)

Describes how Coca-Cola's training department identified problems in the use of a video training package and made improvements that expanded the potential of the corporation-wide training network. (SK)

Examines the use of Quality Function Deployment (QFD) methods for the design, development, and delivery of courses and programs through distance education. Topics discussed include problems in implementing QFD; implementation of QFD in training design; and QFD's contribution to service quality improvement in distance education. (Contains 28…

Presents four ways to improve broadcasts of company satellite conferences, including creative site selection (using facilities at educational institutions rather than hotel rooms); creative programming (using graphics and other interruptions to break up lectures or speeches); creative crew selection; and creative downlink site activities (to…

Discusses the systematic approach to training, how this approach increases training impact, and how it evolved and identifies the four components of this approach, describing three components in detail--pretraining briefing sessions, review of individual training objectives, and group followup. (MBR)

This article reports on productivity programs being undertaken by private sector organizations. One private sector case described here was based on identifying productivity problems and linking information/measurement systems with participative management efforts and could be adapted and applied to public sector organizations. (CT)

A practical model is described for increasing teacher participation in action research by developing necessary research skills, providing assistance, and encouraging and rewarding research activity. (DF)

A multiuse Comprehensive Occupational Data Analysis Program (CODAP) job analysis is being used to develop training requirements and selection criteria for three interrelated Army civilian logistics career fields. Individual job task lists for the 20 job series within the three career programs were developed. The lists were based on a review of…

Describes the Participant Action Planning Approach (PAPA) process that requires each trainee to prepare a list of concrete actions or changes he or she plans to make back on the job once the training program is over. Benefits of PAPA are discussed, including transfer of learning, verbalization, and commitment. (CT)

Family needs assessment is mandated within Head Start programs. Cen-Clear Child Services, Inc., a Head Start program in Pennsylvania, set out to evaluate and revise its approach to information-gathering and to involve families in the planning process using plans based on family strengths and designed to meet family goals. Based on a model designed…

This study was conducted to identify the perceived needs regarding implementation of inhouse training at Northern Arizona Long Distance Corporation (NALD). Specifically, the study was conducted to evaluate whether current and proposed training programs were consistent with company training goals from employer and employee perspectives, to make…

This paper describes a system of built-in, or internal, evaluation used within the Botswana National Literacy Program (NLP). Launched in 1981 and targeted toward illiterate adults and youth aged 10 years and older, the program aims at eradicating illiteracy in Botswana by 1986. The built-in evaluation was implemented in 1983, using program…