Examines the role of peer coaching in effective in-house staff training programs. Guidelines to the initiation, monitoring, and evaluation of coaching programs are offered, and the benefits of this approach for staff and clients are discussed. (nine references) (CLB)

Raher than bemoan the lack of leadership potential among younger employees, McDonnell Douglas Corporation has embarked on a comprehensive strategy of on-the-job development for staff members at all levels of the organization. Three types of rotational training are being used to address corporate, functional, and intracompany needs. (Author)

Discusses a broad spectrum of role expectations and negative assumptions thrust upon the communications consultant hired to teach business communication to adult employees of companies. Suggests useful tactics to deal with these behaviors. (SR)

Discusses government training programs in Canada and how they might be improved; the need for a more comprehensive training strategy; and apprenticeship and on-the-job training programs. (JOW)

Describes a South African project to develop an on-the-job training program combining education with productive, income-generating work in inner-city Johannesburg. Discusses partnerships, recruitment, and evaluation. (SK)

In addition to regular training, workers learn from and during work itself. Organizational change affects the learning potential of jobs. The challenge consists in integrating personal development and organizational development. (SK)

Argues that, when technical publications and technical training departments work together, writers learn from trainers about the users, trainers get help in producing training materials, users get integrated training and technical manuals, and the company displays a unified approach. (SR)

Two approaches to work organization in the auto industry were compared: (1) the German model of apprenticeship and skilled production workers; and (2) the Japanese model of continuous on-the-job training and flexibility. The Japanese model may be better for British companies given the current labor market situation. (SK)

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)

Features of the Australian educational system are examined: the evolution of postcompulsory education, continuing education and training within employment from 1950-80, issues and options faced in the mid-1980s, and decisive changes in the structure of higher education at the end of the 1980s. (SK)

The time to plan training is in the research and development stage of a new product. Seven major steps are online training, process validation, skills certification, development of manufacturing training instructions, skills verification, transfer training, and offline training and certification. (SK)

A survey of 770 Hong Kong firms showed that, in a developed economy with little government intervention, many companies employed older workers but were not hiring new ones. Firms were more likely to invest in training when workers were young. Delayed compensation was more acceptable to younger workers. (SK)

For a sample of young workers, "promotion" involved no change in position or duties; promotion was more likely for males than females and Whites than Blacks or Hispanics. Company training and prior promotions were important predictors. Promotion did not appear to have a direct impact on job satisfaction. (SK)

The dominant approach to on-the-job training is the job instruction model (experienced colleague as instructor). The model involves task analysis and direct instruction. Task analysis is useful if restricted to elements that benefit from standardization. Direct instruction is effective only if embedded in continuous work improvement and is…

Evaluation of an on-the-job training model used by the Dutch post office showed it was not entirely successful. Improvement in the performance of mentors and the quality of self-study materials was needed. Mentors must be convinced of the benefit of the model for successful implementation. (SK)