This booklet was designed to help supervisors with employee training problems. The problems may relate to upgrading job knowledge and skills or other training areas. The supervisor can share the training workload with fellow supervisors, the larger organization, and the personnel officer. Knowledge of an enthusiasm for the training subject will also aid him. The supervisor needs to observe, analyze, and measure employee production and to determine what is expected of employees before he can train toward a defined level. He attempts to select methods consonant with the trainee's background and abilities. The supervisor makes rough training plans, invites appropriate input, and then draws up specific training plans. His on-the-job training methods follow four steps: prepare, tell, show, and follow up. The supervisor joins trainees in making the training worthwhile, and he evaluates during and following training to measure training effects. The supervisor assists employees in developing insight to cope with change. Employee skills training is necessary, but supervisory training is just as necessary. Personnel management areas, valuable in supervisory training, include equal employment opportunity, labor-management relations, etc. The training quantity and quality is largely dependent on the supervisor's leadership. (CSS)