Discusses a thorough, clearly documented, fast way to design training programs. The method is particularly good for programs that are too long, used repeatedly, or involve a series of related programs. (JOW)

Evaluating training programs through the use of checklists is explained. One sample checklist is presented for use by managers, supervisors, and/or evaluators for the program design and developmental process evaluation. Another checklist is presented concerning learning conditions. (CT)

Transcultural training programs can provide several key solutions to some personnel development needs. Such training programs are designed to enable the participants to identify and understand their capabilities for dealing with the new environment of foreign countries. Effective transcultural training programs enhance awareness and adaptation,…

The author shares his experiences in presenting a program designed to increase employee awareness of the need to plan for a fulfilling retirement. (EM)

Describes a program in which line managers were taught in a reasonable amount of time how to conduct management training programs for other managers. (EM)

Describes an on-the-job training program that contains seven major steps: obtain executive support, identify departments relevant to the target job, develop performance competency lists and measures, determine a training schedule for each trainee, assign a mentor to each trainee, develop a training manual, and develop a trainee and supervisor…

Describes a line manager's successful attempt to design an autonomously run plant. The author discusses the assembly of a team of workers to develop the plant, product design, characteristics of the team members, the employee reward system, role of the plant manager, and the manager's evaluation of the plant's success. (CT)

Four training experts are interviewed regarding developing training programs on an unfamiliar topic. They all said: teach yourself first, determine the needs to be met, and use the experts. They disagreed on the degree of knowledge a trainer should attempt to achieve and the types of resources trainers should use. (CT)

Presents a case study describing a program design model and implementation of a conference to facilitate the personal and professional growth of training and development professionals who have been working in the field for at least five years. (EM)

Outlines a methodology that enables managers to translate the basic principles of human resource strategy into pragmatic and concrete action programs. The methodology includes providing framework for strategic decision making; ensuring linkage between corporate, business, and human resource strategies; conducting audit of the human resource…

The four phases of developing a supervisory training program are discussed: (1) identifying training needs, (2) designing training to meet these needs, (3) conducting programs, and (4) evaluating training effectiveness. Supervisory skills, main categories of training materials, and types of evaluation are outlined. (MW)

Presents guidelines for designing a training program having a proper blend of didactic (instruction) and experiential (process) learning methods. Covers two major dimensions to consider in determining the appropriate blend of didactic and experiential methods: utility (how the learning will be used) and the nature of the learning. (EM)

Presents a management training workshop/program design (based on organization development principles) which is applicable to a wide range of organizations and different organizational levels. (EM)

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)