The authors propose a model for statewide planning and dissemination in the Comprehensive System of Personnel Development process, as mandated in P.L. 94-142, the Education for All Handicapped Children Act. (CL)

The components of the Comprehensive System of Personnel Development (CSPD) in special education are reviewed. CSPD structure is seen to include four aspects directly applicable to the provision of a free appropriate public education: needs assessment, inservice training, preservice training, and dissemination and adoption. (CL)

The author describes the Massachusetts and Northeast Region manpower planning projects, discusses the Comprehensive System of Personnel Development (CSPD) as a dynamic process, and reviews problems in its implementation in special education. (CL)

The article outlines the process used in Oregon to initiate a Comprehensive System of Personnel Development (CSPD) in special education. Factors contributing to the CSPD success include extensive involvement of a wide array of people in the process, clear responsibility outlines, and workable size of the cooperative personnel planning council. (CL)

Briefly describes the network of Professional Development and Program Improvement Centers, the School Resource Centers, and other efforts supporting staff development in California. (JM)

Focusing on the institutional benefits of professional development, this article discusses ways institutions can encourage staff members to maintain contemporary knowledge and skill levels and how they can retrain both administrators and teachers to undertake new assignments. (DS)

Successful implementation of new programs requires planning, an appropriate strategy, and staff development. (Author)

Outlines what makes for a good administrator inservice training program and why a district should have one. (IRT)

An alternative to cross-cultural training for companies in the global marketplace involves helping trainees develop a global mindset, work through a model of cross-cultural reconciliation, and develop relational skills. These methods transform cultural diversity into a competitive advantage. (SK)

Fidelity Institutional Retirement Services Company reorganized, automated, and reengineered all systems related to service delivery. They created a model for the development of associates called Service Delivery University and committed each associate to 80 hours of development per year. (JOW)

Ten articles in this special issue deal with competencies and how their use is revolutionizing human resource management and the work of career practitioners. Topics include competency technology, models, and mapping; behavioral interviewing; talent management; emotional intelligence; succession planning; and lifelong learning. (JOW)

The forming stage is when group members get acquainted. During the storming stage, conflict and competition arise. Good things are beginning to happen during the norming stage. The performing stage is highly productive, featuring unity and group identity. The transforming stage allows members to regroup, thank each other, and disengage. Adventure…

Reasons for frustrations surrounding needs assessment in organizations are examined. Action strategies are paired with three of the root causes of obstacles to effective assessment: (1) flawed needs assessments; (2) no organizational support; and (3) inadequate expertise assigned to the effort. A sidebar presents four possible causes linked to…

A macro model of training and development includes input (training and development climate), process, and output (individual/organizational change) indicators. A test of the model with 387 Kuwaiti bank employees supported these indicators. Managers' perceptions of training and development and the organization's return on investment were…