Suggests that training employees in the soft or people skills is the same regardless of the type of job. Provides a step-by-step approach to training analytical people in the soft skills. (JOW)

Briefly discusses perceptual and organizational differences between the brain's left (sequential) and right (associational) hemispheres. Suggests that learning situations can be greatly enhanced by involving the learner's right hemisphere and describes some ways to stimulate that portion. (MF)

Summarizes five task analysis approaches to determining what people need to know and do to perform their jobs successfully. (EM)

Reports responses to Training's 1986 survey concerning trends in training. Responses concern what categories of jobs get training, sources of training, use of interactive video, computers in training, types of training, types of training by industry, development and delivery of training, instructional methods, and specific types of training. (CT)

Discusses results of a questionnaire sent to "Training" subscribers concerning the question: "Should training/HRD (human resource development) practitioners be formally certified?" Answers to another question, "What is your idea of a workable certification system for training/HRD practitioners?" are examined. (CT)

Presents (with tongue in cheek) a four-style behavior model guaranteed to produce excellence in the four types of trainees: nematodes (docile but learn nothing), gerbils (fond of noncompetitive games and hugging), warthogs (like to attend expensive seminars), and Cro-Magnon (like to interpret to others as opposed to actually learning anything…

Takes a look at the questions involved in designing customized training: What changes does management expect to see as the result of training? Who has information that must be included and excluded? How "customized" should the training be? and How will the training be delivered? (CT)

Discusses the market for computer-based training (CBT) programs, the distribution and marketing of these programs, why CBT is different from other training products for corporate customers, evaluating CBT programs, the competition between CBT and video, and corporations wanting customized training programs. (CT)

Examines Southwestern Bell's Interdepartmental Training Center's program of providing objective evaluations of trainers and the training process. Elements that are discussed include the evaluation format, the form of the evaluation instrument and its emphasis, the validation process, and refinements to the system. (CT)

Lists strategies designed to help trainees benefit from the actual training program. Pretraining strategies include self-assessment and familiarizing management with training content. Transfer-enhancing strategies include use of lifelike situations and building trigger mechanisms. Posttraining strategies include follow-up letters and chats.…

Ths U.S. Training Census and Trends Report reveals that general office, clerical, and production employees in American organizations are the least likely to receive any training. First-line supervisors and customer service representatives receive the most structured in-house and/or outside training. (SK)

Methods which ensure trainee followup of skills training are presented. Techniques involve personal action planning, group action planning, multiphase programming, performance aids, recognition systems, resource access, trainer followup, and more. (CT)

The uses of interactive video are explored through various case studies. They include cardiopulmonary resuscitation training for the Dallas American Heart Association, Ford Motor Company dealership training, employee training at the Los Angeles Plutonium Facility, and others. (CT)

TRAINS (Training, Resource, Assessment, Intervention, and Network System), which can assist trainers in developing programs with transfer elements in them, is described. It enables trainees to do what they were trained to do, when they are supposed to do it, and where they are supposed to do it through generalized training. (CT)

Gives step-by-step guidelines for planning, designing, and writing useful training manuals for task performance and equipment operation. Steps include finding out what the worker needs to know to do the job, organizing materials in proper sequence, stating precise operations, and then trying out the instructions. (MF)