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Cornwall has implemented significant changes to the way that it delivers its safeguarding adults training. This paper outlines the benefits of combining safeguarding adults, the Mental Capacity Act 2005 (HM Government, 2005a) and equality and diversity training within a human rights framework. It examines the notion of learning transfer and considers how the design and delivery of training can improve the transfer of learning into practice. Finally, it highlights the importance of a receptive workplace culture to promote effective learning transfer.

The purpose of this paper is to clarify the relationship between safeguarding adults training, staff knowledge and confidence.

A total of 647 responses from a cross sectional postal sample survey of the health and social care sector in Cornwall, were analysed.

Differences in knowledge and confidence around safeguarding were observed between staff groups and agencies. Training contributed to an approximately 20 per cent increase in knowledge and a ceiling effect was noted. Confidence linked knowledge and action. More confident staff offered more sophisticated responses regarding improving safeguarding processes.

Low response rates and the specific context limit generalisability. Knowledge and confidence measures were simplistic. Further research is needed on the mechanism of action by which safeguarding adults training is effective.

Safeguarding adults training and a targeted approach to the analysis of learning needs should be debated in the context of training transfer. Training should be evaluated to ascertain its effectiveness.

This is the first major multi‐agency UK survey of its kind. Findings provide a baseline for further research.

It's not enough to simply acquire alternative and small‐press materials. They must also be made easily accessible to library users by means of accurate, intelligible, and thorough cataloging.

The management of reputation and status is central to creative professional service firms (CPSFs) rendering the internationalisation process a particular challenge. The authors build on arguments that internationalisation requires moving from outsidership to insidership within client networks and focus on how CPSFs build signals about quality to start this process. The paper aims to discuss these issues.

The exploration draws from the international business, professional services and organisational status bodies of literature. A multiple case study design was developed comprising ten Irish architecture firms. In-depth semi-structured interviews were conducted.

The findings clarify how relationships start in the internationalisation process through signal building about quality. This allows CPSFs to join client networks moving from outsidership to insidership. The findings systemise three different approaches for CPSFs: from outsidership to insidership within a local market network, within a global industry network and within a global project network.

Research within other sectoral and geographical contexts could support transferability of the findings.

The study has implications for international business strategies as it identifies multiple paths to relevant network insidership and the tactical responses managers can use to achieve this.

The authors believe that incorporating signal-building mechanisms into the internationalisation process is a novel approach to theorizing about how CPSFs move from outsidership to insidership. The authors offer important theoretical insights into the international business, professional service firm and organisational status literatures. CPSF business leaders should benefit as it helps them to focus on a portfolio of signal-building approaches that can start the internationalisation process.

Three steps must be implemented if a training programme is to be successful. The first is the identification of needs to identify what training is required. The second is an analysis of the firm to identify the issues that will affect the ability of the firm to exploit new skills. The third is an evaluation of the training to ensure that sufficient resources are applied to implement and to integrate the training programme. These latter two steps come under the heading of learning transfer. The article presents the findings of an application of this approach. The analysis shows the richness of the information that results from this approach and outlines its operational importance for managers engaged in decision‐making or in the design of training programmes. In addition, it suggests the next steps in the research towards improving the tools available for the evaluation of training.

This article examines the problems management must address with an increasingly female work force and is focused on the conflicting demands of family versus career. Statistics highlighting the impact of working women and dual career families are cited. Management policies that alleviate some of the career/family conflict are also discussed. The article concludes with human resource development strategies to accommodate the increasing numbers of working mothers as well as fathers.

IN YOUR rather emotional outburst on PLR (NLW 865) you made some serious errors of fact. PLR is not directed solely against public libraries. Section 5.12 of the Working Party Report states: