Management must manage more cost effectively if it is to survive; every function must demonstrate its value-adding performance. Procedures such as training value analysis help make decisions about the value of programs and improve the return on investment of the training function and the organization it serves. (JOW)

The author urges human resource professionals to think and act strategically to market themselves more effectively. The following elements of such a strategy are discussed: operating philosophy, stakeholders' expectations, departmental capability, program profiling, the grand strategy, critical success factors, impact elements, strategic…

The person selecting a childcare program should consider how various plans would benefit employers as well as employees. The needs of the employees and the company must be considered and the options, benefits, and drawbacks of programs must be studied. (JOW)

Describes results of a questionnaire designed to probe how human resources professionals viewed ongoing communication practices as they related to four concept areas: formal and informal systemwide communication, communication to facilitate change, small-group communication, and superior-subordinate communication and the resulting organizational…

A behavioral outplacement program including a system of self-monitoring, goal setting, and positive reinforcement can dramatically decrease the length of the job search. The client corporation benefits by receiving objective reports on the progress of terminated employees. (SK)

Looks at how trainers can use managers and participants as resources in drawing up workshop objectives. Emphasizes planning as a critical first step in creating an effective workshop design. Examples focus on a one-day supervisory skills training workshop. (CT)

Describes results of a survey of "Personnel" readers and human resource managers and/or training directors concerning the nature of training in their firms. Answers concern kinds of training, methods and tools, perceived success of training programs, retraining and special programs, and entry-level skill development. (CT)

The authors look at the advantages of skill-based pay, the situations in which it seems to be particularly effective, and how such a pay plan works in actual practice. (Author)

The authors state that when career development and performance appraisal are viewed as supporting each other, each becomes stronger. Consequently, each is in a better position to achieve the broad organizational objective of increasing the contributions of human resources. (CT)

Reports the results of a magazine readers survey on questions concerning career planning. Answers are reported on such topics as career paths, career ladders, career planning programs, mentoring programs, and program costs. A sample college graduate development program is included. (CT)

Among the ways organizations are providing career development for supervisors are (1) in-house career resource centers, (2) individual development plans, (3) formal career paths or ladders, and (4) career counseling. (CT)

The author reports company responses to a questionnaire concerning employee assistance programs (EAP). Answers concern EAP structure, staff training, use of outside consultant, services provided by EAPs, program administration, employee confidence in EAPs, advertising the program, program philosophy, problems encountered by EAP users, coverage and…