Clinics fill training niche

Article Abstract:

Wells Fargo Bank uses 'clinics' as an alternative to formal, classroom instruction for employees. Clinic participants work in peer groups to take on and refine new skills, attending brief, instructional sessions at a central location or in their workplace. Line employees teach, coach, and evaluate the participants. Clinics work best when skill practice is called for, when the training need is immediate, when the audience has knowledge or skills in place that require expansion, and when there are changes in current procedures or policies. Benefits of clinics include their brevity, ease of development, cost-effectiveness, ease of instruction, and flexibility. The typical Wells Fargo clinic lasts between 75 minutes and three hours.

DEPOSITORY INSTITUTIONS, Banking industry, Human resource management, Wells Fargo Bank N.A., WFC

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Satellites dish out global training

Article Abstract:

Electronics firm AMP Inc reduced its training costs by forming a partnership with a local television station to use interactive satellite broadcasting for training. WITF-TV supplied the equipment and expertise to transmit the training program from the classroom studio at AMP's headquarters to five AMP locations. The advantages of the satellite training program include the ability to deliver training to remote operations, the ability to provide more consistent instruction, and the ability to improve communication among employees. In the future, AMP may use satellite technology to conduct sales meetings, make sales presentations, and provide high-speed data communications on an international basis.

Electronic Components and Accessories, Usage, Electronics industry, Satellites, Satellites (Astronomical bodies), AMP Inc., WITF-TV (Harrisburg, Pennsylvania)

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A Responsive Training Department Cuts Cost

Article Abstract:

Training departments often train popular topics instead of skills needed to a particular organization. Sometimes the effectiveness of training is judged by student ratings. High ratings do not necessarily mean learning is applied to the job. Trainers should be responsive to line manager's needs. True training needs change throughout the year. Judge the training director as a consultant to line managers. Justify training by its contribution to profit. Line managers, not personnel, should decide what is taught. The same managers should see that skills are used on the job. In this way unnecessary training is eliminated and costs are reduced.

Education, Cost (Economics), Costs (Economics)

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