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Reports on a training initiative, commissioned by the National Health Service Training Authority in 1989, and implemented by the Prospect Centre, which aimed to help training managers and other human resource development specialists cope with the radical changes affecting the NHS.

Describes the work and results of a project to accelerate the pace of change in vocational education and training, involving college staff, employers and students. First reviews the approach and then gives illustrative examples of practice.

The author demonstrates an Equal Opportunity Impact Assessment questionnaire which helps the user assess the effects and consequences of their decisions on women. By using the questionnaire several things can be found out: what decisions managers are conscious of making; the impact of decisions on women; identification of the unintended consequences of actions, and the changes that need to be made to create a more equitable situation.

Current and foreseeable challenges facing the UK′s National Health Service are calling for new personnel management roles and responsibilities for both line managers and human resource professionals. The existing system of training for human resource professionals needs to change to support these new performance expectations. Identifies seven features of a more appropriate system and four key themes. Discusses the potential contribution of National Vocational Qualifications (NVQs) and the need for a new relationship between NHS employers, academics and learners. Draws conclusions for the training of all professionals who may work in the future NHS.

Describes the work and results of a project to accelerate the pace of change in vocational education and training, involving college staff, employers and students. First reviews the approach and then gives illustrative examples of practice.

What strides have been made to increase the participation of women in the work force? Should we be concerned particularly about women's place in our industries and organisations, and if so, what can be done to improve it? This article outlines the aims, approaches, achievements and future plans of a group which has been involved for the past seven years in promoting the development of women through training as a means of improving the position of women in employment.

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.

It is generally recognised that the cost to a company or other organisation of employing people to work for them is considerably more than the actual wages or salaries paid. The number and weight of these additional costs has been steadily growing in recent years so that no longer are they insignificant but represent, on the contrary, important factors to be considered in the total cost of employment. The cost of ‘labour’ in the classical economic sense is no longer a periodic payment to the employee which can be turned on or off at will, but is a complex computation of various costs and expenses, some of which are incurred at the out‐set of employment and others of which continue throughout the term of employment. These additional costs, on top of the wages or salary, govern to a large extent the mode of employment which an employer will prefer. By ‘mode of employment’ is meant the type of contract which the worker may have with his/her employer in terms of the time when he/she will be at work and the relation of wage or salary payment to that time. It has nothing to do with the nature of work, the level of individual wage or salary, the status of the job or the method of recruitment.

Women's increased participation in the workforce over the last ten years is clearly reflected in the growth and widening scope of the Women and Training Group, set up in 1979 with the Manpower Services Commission's support to provide a forum for national training bodies to exchange information, ideas and experiences on women's training opportunities. An overview of the Group's history and achievements to date underlines its ability to appraise and reflect the changing scene for women and organisations constantly. Forward strategy includes becoming more involved with policy makers in organisations, closer liaison with professional associations and wider representation at major events and on policy making groups. The aim is also to enable men and women to work together as equals, adopting a more integrated approach in the process.