Discusses the importance of a well-conducted needs assessment to the healthy functioning of a social services agency. Describes the assessment of its training needs undertaken by the Youth Services Bureau of Ottawa-Carleton, Canada. (JOW)

This second of five articles on how to plan and implement a supervisory training program focuses on determining needs and establishing objectives. Discusses twelve approaches for determining supervisory training needs. Includes a figure presenting examples of three types of behavioral objectives: knowledge, skill, and attitudes. (EM)

Describes a planning system to meet the training requirements of specialized project personnel. This training planning system provides for an organized assessment of personnel training needs and the use of all available training media. It also provides mechanisms to document acquired training and to develop new training resources. (EM)

Tips to trainers for influencing management to provide employee development programs are presented, with reference to the Fluor Corporation's People Resources Planning Center which the author developed. (MF)

Four human resource managers present their recommendations for establishing training/human resource development departments. They discuss the following elements: chief executive office support, the role of formal needs analysis, the role of operating managers, market research, and having a sense of teamwork. (CT)

Presents a training professional activities inventory to evaluate ability and job skill importance in nine activity areas: analyzing needs/evaluating results, developing training programs/materials, delivering programs/services, advising/counseling, managing training activities, maintaining organization relationships, researching to advance…