A human resource strategy to enable the effective integration of new technologies in the workplace must be comprehensive, flexible, and sensitive to the dynamics of technological and organizational change. However, information from macro-level studies provides little guidance for anticipating and planning for the adoption of new technologies, failing to forecast their effects on employment and being conducted at aggregation levels that are too high. Case studies, when systematically analyzed in a broader conceptual framework, can produce useful generalizations for decision making. A skill training life-cycle framework identifies patterns in training requirements across four phases (introduction, growth, maturity, and decline) in the nature of tasks, type of job skills, effects on job structure, and type of training provider. At the organizational level, management practices and labor-management agreements determine how and when technologies are used. One characteristic vital to successful adoption is the support of workers and managers for change. Although human resource adjustments and workplace restructuring occur primarily within firms, public policy can play a leadership role in (1) provision of skill development to prepare the work force; (2) programs to ease the adjustment of workers in transition; and (3) support for research and development of effective ways to integrate technological change. (108 references) (SK)