The Predictive Evaluation (PE) model is a training and evaluation approach with the element of prediction. PE allows trainers and business leaders to predict the results, value, intention, adoption, and impact of training, allowing them to make smarter, more strategic training and evaluation investments. PE is invaluable for companies that…

This article questions commonly held beliefs about training as a component of performance improvement solutions. Rather than being based on theoretical and empirical support, many beliefs about training are based on little more than myth. Part 1 of this article presents myths about the relationship of training and performance and myths about…

Discusses the value of training interventions for performance improvement based on the author's experiences with various training events. Topics include making clear expectations; accomplishment-based project planning; understanding performance problems; and participant learning and instructional benefits. (LRW)

Presents nine strategies for gathering information on training effectiveness via: telephone, e-mail, mail-in survey, postcards, online bulletin board, a visit to the human resources department, the strategic plan, focus group, and end-of-course evaluations. (AEF)

Discusses worldwide Web-based training (WBT) and cautions that WBT is not good for all training goals, not all audiences are technically prepared, and not all organizational cultures are ready. Describes a variety of WBT delivery methods and recommends a cross-functional international team to design and implement international WBT. (LRW)

Discusses current views on problem solving in the workplace, and identifies five areas for consideration: (1) knowledge representation; (2) verbally teaching strategy components of the skill--versus the learner acquiring it inductively through practice; (3) the principles of teaching procedures; (4) how to construct simulations; and (5) weighing…

Discusses benefits of mentoring for the novice, the organization, and the mentor. Outlines key principles of successful mentoring: proper preparation; formal training; effective pairing of individuals; organizational support; time for reflection and evaluation; and follow through. (AEF)

The United States Coast Guard uses training situation analysis (TSA) to develop quantified training requirements, collect training and non-training performance data, and overcome turf issues to focus on performance outcomes. Presents the 1947 MLB (Motor Lifeboat Project) as a case study. Outlines 11 steps in the TSA needs analysis for teams and…

Provides eight reasons why a trainer with an instructional technology background and an employee-centered focus on performance improvement should be involved in solving human performance problems. Abilities highlighted include: systematic thinker; systemic thinker; analytical; team player; excellent interpersonal and communication skills; knowing…

Suggests that training should be tied in to the strategic and operational goals and objectives of a company. Topics include the emergence of the knowledge society; changes in global economies; today's workforce training needs; how to link employees to business strategy; and why training doesn't always produce expected results. (LRW)

Provides a list of potential strategies and tactics for improving the performance of individuals, groups, and organizations. The performance technologist must be able to integrate these strategies to be successful. Lists and describes 20 categories/interventions. The process of performance technology is discussed, as well as tips for mastering…

Discusses the value of role-play in developing interpersonal skills and presents a 10-step model to help performance technologists design effective role-plays. Highlights include training objectives; designing assessment instruments; task analysis; generality and demonstration; designing social-communicative problems for the content; practice; and…

Offers a framework that addresses training and performance relationships based on in-house skills development committees that are employee driven. Key elements include employee ownership of training; working partnerships between management and employees; continuous learning; and measurement of results that show relationships between classroom…