Anticipatory evaluation emphasizes the role of evaluation objectives in planning human resource development programs. In this integrated approach, evaluation begins before the program is designed and continues throughout development and implementation. (SK)

Describes a training cost model used in government agencies to simulate the behavior of training costs and thus predict or reconstruct the costs of a training course. Includes step-by-step procedures for using the model, worksheets, and charts. (MF)

The author discusses management principles in general and in relation to time management. Stating that most managers and trainers do not understand these principles, he describes how to put them to work in planning time management programs. (MF)

Assessment of an in-house approach to start-up training in a process industry. (Editor)

Tells how to launch an organizational development effort when a firm cannot afford a complex program. Gives a basic format for approaching organizational development. (Editor/DR)

Training of systems analysts requires development of understanding and job skill in certain background areas (creativity, work simplification and organization studies), hardware topics (unit record setup and computer programing), and analysis techniques (computer systems design, statistics and operations research). (Author/EB)

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)

In planning any meeting there are three primary considerations: (1) the program and accompanying facility needs; (2) location and accessibility, and (3) timing. Many resource materials provide a valuable aid to the meeting planner and professional consultants are available. (MW)

Twenty training professionals in different occupational groups rated eight steps in the training process from development to execution to evaluation. Accountability proved to be a key factor in training success, while needs assessment is usually not well executed. (SK)

The author explains why creating new programs in an organization and maintaining the programs over time requires a good program leader, integration into the organization, and constant attention to barriers and pitfalls. (CT)

Discusses the importance of training for information technology trainers. Describes the team approach used by the Mobay Corporation to overcome the problem of matching trainers' skills to the task of developing training programs. (JOW)

Sales training programs require continual evaluation. The authors present a conceptual model of the interrelationships of planning, training, evaluation, and modification (IPTEM) in corporate sales training programs. (CT)

Describes Merrill Lynch's Account Executive Simulation Exercise: a three-hour simulation designed to evaluate job applicants' potential for success as account executives from their performance in the role of an account executive. (CT)

Reviews 10 steps which serve as guidelines to simplify the creative process of producing a video training program: (1) audience analysis, (2) task analysis, (3) definition of objective, (4) conceptualization, (5) visualization, (6) storyboard, (7) video storyboard, (8) evaluation, (9) revision, and (10) production. (LRA)