Many employees claim they learn best while doing, so they prefer to dive right in and learn as they go when they get a new job or take on new responsibilities. But the most successful and quickest learning on the job takes place when there is a formal on-the-job training (OJT) program--a fact many organizations and managers fail to take into…

A household name synonymous with modern telecommunications, Verizon's performance management innovations in 2010 kept pace with the growth of its brand. Many people probably are customers of the company's services. What's less known to the public is the consistent quality of Verizon's learning and development programs. A regular on the "Training"…

Your learning curriculum needs a new technological platform, but you don't have the expertise or IT equipment to pull it off in-house. The answer is a learning system that exists online, "in the cloud," where learners can access it anywhere, anytime. For trainers, cloud-based coursework often means greater ease of instruction resulting in greater…

Discusses the differences between training adolescents and adults and stresses the importance of designing effective programs for adolescents. Describes programs used by 7-11, Burger King, and Six Flags Over Texas. (JOW)

Compares the cost factors of on-the-job training and formal classroom instruction and describes situations in which each method would be cost-effective. (SK)

On-the-job training (OJT) is enjoying a surge of interest because of ISO 9000, the certification standards of the European Community. Negotiating a balance between training staff and frontline supervisors who are often made responsible for OJT is one way to improve it. (JOW)

After noting that on-the-job training (OJT) constitutes perhaps ninety to ninety-five percent of the real training most hourly employees get, the author points out the importance of using trainers skilled at OJT, offers rules for successful OJT, and provides suggestions, directed at the chief executive officer, as to how OJT can be improved. (SH)

Examines the Ball Corporation's method of employee training. Emphasis is on training on the production line: the use of a worker incentive program, a taskteam approach to efficient new plant startups and expansions, and a well-planned employee training program based on both technical familiarity and psychological attitudes. (CT)

The training departments that need consultant help the most often are the least likely to hire it, because they do not realize the time and money outside consultants can save. Training directors are advised on how to increase training value by effective management of the relationship with outside consultants. (Author/AJ)

Most training at Coors Container Company is done by lead production men, supported by an in-house audiovisual program. Methods used in producing and utilizing more than 60 sound-on-slide programs are recounted. Only programs requested by supervisors are produced. Other companies' purchases of the programs help defray production costs. (AJ)

Methods which ensure trainee followup of skills training are presented. Techniques involve personal action planning, group action planning, multiphase programming, performance aids, recognition systems, resource access, trainer followup, and more. (CT)

Peer training in the workplace can be effective if it is structured; if trainers are carefully chosen, trained, and rewarded; and if transfer of training is supported. Peer training has the advantages of credibility, speed, and cost savings. (SK)

Discusses the advantages and limitations of a one-person training department in a small organization. Suggests that going it alone is seldom easy, but gives some thoughts and ideas on how to match trainer's skills most effectively with the organization's needs. (WL)

At Morse Bros. Truck Co., training videos provide just-in-time training as needed where needed. Mentor/drivers elected by their peers select the videos, schedule viewing, and lead discussions. The training is having measurable, positive impacts on the business and serves as a vehicle for organizational change. (SK)

Documents Shell Oil's success with interactive video training (IVT) and identifies the costs involved in this long-term investment. Provides guidelines for judging the effectiveness of IVT programs. (SK)