Provides survey data from 55 large, multinational companies on outsourcing, training expenditures, learning technologies, delivery systems, and performance evaluation. Notes an increase in outsourcing, centralized training, classroom delivery, and use of the Internet. (JOW)

Art is a tool for self-expression and communication that moves beyond the limits of language and can be used effectively in facilitating the group process. Guidelines include creating trust, stimulating hope, preempting defensiveness, making it safe, instilling confidence, and giving everyone a chance to participate. (JOW)

Competency models involve a methodology that demonstrates the validity of the model's standards: are people who have the competencies better managers than those who do not? Competency models should no longer be regarded as a panacea and should be only one of the tools used by trainers. (JOW)

Background information about a firm or department should be gathered before designing a training course. Questions to ask include the number of trainees, age, gender, educational and experience levels, and workplace climate. (JOW)

Although younger people with more technological savvy are entering the work force, older people are staying in the workplace longer. Trainers must accommodate differences in learning styles when planning their programs. (JOW)

Discusses performance-based training and suggests that organizations are focusing on performance and making breakthroughs in terms of competitive advantage. Offers reasons why trainers should focus on performance. (JOW)

Comparisons of the training practices of large companies confirm that the delivery and financing of training is changing rapidly. Companies in the American Society for Training and Development Benchmarking Forum are delivering less training with permanent staff and more with strategic use of technology, contract staff, and external providers,…

Discusses a variety of training methods including mentoring, lecture, video, computer assisted, and simulation. Suggests basic approaches to on-the-job training and tools to supplement the process. A chart compares 11 training technologies in terms of settings, interactivity, development time, costs, advantages, and disadvantages. (JOW)

The 16-week training program offered by the FBI Academy for all new agents is a scenario-based curriculum that includes a range of subjects from the rules of evidence to defensive tactics and provides agents with a clear understanding of how to conduct a full investigation from start to finish. (JOW)

Discusses the use of simulation, a form of interactive multimedia training that re-creates the work environment to a degree of near realism, as a training method. Discusses the benefits of simulations and the cost and process of developing materials. (JOW)

Compares fine arts and the art of training design. Suggests ways to design programs creatively to transform people's performance: (1) break the rhythm; (2) combine apples and oranges; (3) get out of order; (4) toy with success; and (5) put on a good show. (JOW)

Suggests that many corporate efforts to impart their own culture, leadership style, and business practices in other parts of the world are producing less than optimum results. Provides examples of how to adapt training for multicultural settings. (JOW)

Describes "desktop learning," defined by Apple University as the "use of desktop computers by employees to improve skills and knowledge." Enumerates advantages while suggesting the challenges that are ahead. (JOW)

Provides communications tips for trainers who are not native English speakers: speak slowly and distinctly; memorize unusual pronunciation sounds; avoid emphasizing the wrong syllables. Suggests that the best way to become a better speaker is to practice. (JOW)

Describes how two Peace Corps volunteers used elements of indigenous culture to help village leaders in the Pacific Islands learn about management, planning, and brainstorming. (JOW)