Better seminars and workshops for both sponsor and participant
Article Abstract:
Potential pitfalls of seminars are examined from both a sponsor and a participant viewpoint. Sponsors can worry that seminars: try to cover too much, are unclear as to content, use inappropriate materials, mix materials and methods poorly, have weak lecturers, and (or) rely too much on fancy facilities, rather than content. Participants face their own problems: attending simply to attend, attending seminars because they are fun (not because they are useful), analyzing brochures incorrectly so the wrong seminar is attended, and (or) facing pressure between seminar needs and work requirements. Solutions to these problems are proposed.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1986
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No train, no gain
Article Abstract:
London Underground provides 150,000 annual training days to its employees. Its seven training centers offer courses that cover all the organization's activities. The company emphasizes safety aspects in each course and is now moving towards learner-centered training. It is also exploring the commercial potential of its training expertise. The company eventually hopes to centralize its training operations to promote a sense of organizational loyalty.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1991
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A Hidden Benefit of Quality Circles
Article Abstract:
Quality circles are great training vehicles. It has been known that if one wants to learn something, the best way to do it is to teach others. A quality circle can provide these elements: responsibility for teaching content; a continuing opportunity to practice what is learned; feed- back on performance; and recognition for results. Interpersonal relationships frequently improve in quality circles.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1984
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