Presents guidelines for starting a training department including reasons why corporations decide to establish one. Includes examples from many companies. (JOW)

Leonard Nadler, who created George Washington University's doctoral program in human resources development (HRD) in 1962, discusses definitions of HRD and its growth as a discipline. (JOW)

Because organizations need to be broader based and cross-functional, workers must have broader expertise as well as deep specialized skills. Cross-training and teamwork are essential. (SK)

Looks at the best and worst workplace training ideas of the 20th century. Includes ideas that haven't happened, those that went from bad to good, ones that got lost in the shuffle, ideas to take into the next century, and those that are best discarded. (JOW)

If training is to make a real difference in the organization, we need an alternative to the vacuum of performance. A view exists that springs from two fundamental premises: (1) every individual operates in the context of a performance system and (2) improvements in performance will occur only if we understand the variables in that system. (JOW)

Limitations of accounting or budgeting practices can confuse a company's long-term investment in training and development. Companies disciplined enough to invest in their people can achieve significant long-term returns. (JOW)

Discusses "career resiliency," a relationship in which the employer and the employee share responsibility for maintaining the individual's employability inside and outside the company. (Author/JOW)

The author argues that, as robots begin to take over more and more industrial tasks, the impact on human workers at all levels will increase geometrically and trainers will play a strategic role. (SSH)

The real retraining of the American work force will not come about through massive, federally operated job training programs. It will come about only when employers are able to look forward to a promising economic future that requires highly trained and motivated employees and that offers real jobs. (Author/SSH)

Describes how Docent, Hewlett-Packard, and Saba began country-wide training initiatives that targeted work force development; continuing education, and elementary education. Suggests that the challenges faced multiplied exponentially when dealing with Norway, the Philippines, and the Netherlands. (JOW)

Discusses whether intelligence testing belongs in the workplace. Consequences of that decision relate to whether it is better for society to endorse the ascendancy of individuals or whether the rights of disadvantaged groups should take precedence. (JOW)

Redesigning jobs, training, and retraining may be the most important economic challenge facing this country for the next decade. Training must support jobs that are really changing and retraining has to prepare people for jobs that really exist. (Author/JOW)

Describes a curriculum management approach to training that ties together employee career development, current performance needs, and future business plans in order to provide a coherent planning system for the conduct of industrial training. (LRA)

Why do employers go to the trouble and considerable expense of providing training for the people who work for them? Traditionally, the purpose of company-sponsored training has been to prepare specific people to do specific jobs or to do them better. (SSH)

There are inherent problems when unskilled or semiskilled workers are retrained for high skilled jobs that do not and will not exist. Although the consensus is that smarter workers will make the nation more competitive in the world market, the occupation that will add the most jobs by the year 2005 is retail clerk. (JOW)