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A well‐designed and executed training program minimizes new employee “on‐boarding” time and time‐to‐first‐contribution. This paper presents considerations for the design of a two‐phase training program for new employees – an initial program (addressing training requirements of a general group), and a detailed program (requiring skill mastery by individual functional area). A process involving frequent employee‐leader reviews and employing the skills of peer coaches and mentors is proposed. The effectiveness of the training program can be more accurately assessed via a leadership team review of expected versus actual progress against the training program objectives. After initial cycles of this process at Solutia Inc., learnings and next steps have been identified.

The purpose of this paper is to analyze training programs for transnational corporations, educational services market, and society.

The paper consists of three components: determination of the role and meaning of training programs of transnational corporations in the system of formation of private educational resources, conduct of analysis of effectiveness of training programs of transnational corporations, and compilation of recommendations for increase of effectiveness of training programs of transnational corporations. The main method of the research is correlation analysis.

As a result of the research, the authors have come to the conclusion that training programs of transnational corporations are the foundation for the formation of private educational resources and provide significant advantages for transnational corporations, educational services market, and society on the whole.

The practical value of the work consists in the development of practical recommendations for increase of effectiveness of training programs of transnational corporations which could be used by them in practical activities.

The performed research contributes to the development of the concept of human resources, the concept of post-industrial economy, and the concept of transnational business, which causes its high theoretical significance.

The purpose of this paper is to compare the impact of a long‐term (13‐week, spaced learning) with a short‐term (two‐day, block intensive) coaching skills training programme on participants' coaching skills and emotional intelligence.

In the study 23 participants completed a 13‐week coaching skills training course which consisted of weekly 2.5‐hour workshops and action learning. In comparison, 20 participants completed a two‐day “Manager as Coach” training programme, with a three‐week action learning break between day one and day two. Both training programmes used the same coaching frameworks, with the two‐day programme being more condensed.

Participation in the 13‐week training course was associated with increases in both goal‐focused coaching skills and emotional intelligence, whereas the two‐day block intensive training was associated with increased goal‐focused coaching skills, but not emotional intelligence. Further, the magnitude of the increase in goal‐focused coaching skills was less for the two‐day programme than for the 13‐week programme.

These studies used a quasi‐experimental pre‐post design, and the long‐term effects were not measured. Future research should use control groups and random assignment to short‐ or long‐term training.

The main implications of these findings are that, while short, intensive programmes may improve participants' goal‐focused coaching skills, organisations seeking to deepen the impact of “Manager as Coach” training programmes and improve the underlying emotional intelligence of participants should use a spaced learning approach over a number of weeks.

This is the first study to examine the impact of different approaches to coaching skills training and their impact on emotional intelligence.

The purpose of this paper is to present a systematic methodology (NaviGaTor) combining a structured method for the evolutionary design of training programs with Nominal Group Technique (NGT) setting supporting the involvement of a diverse set of participants and experts.

The paper describes the necessity and efficiency of group decision making in the design of training programs, focussing on how participants can convey experience and knowledge and how NGT can enhance idea generation and support convergence of opinions. The methodology evolved from a paper-based format to a web-based format, thus supporting remote participation.

The application of the methodology in a large-scale multi-national training design program confirms practical implications on the usability, efficiency and effectiveness of the proposed structured group decision-making methodology.

The systematic training design methodology presented herein not only enhances previous findings from the literature but also sets the foundations for future research on the importance of diversity of ideas and experiences from many experts in the design of training programs.

After a series of successful applications for the design of training programs in several mid-scale intra-company projects, the methodology was applied successfully in a multi-national large-scale project focussing on the design of corporate training programs on stress management with very promising results.

The proposed methodology was the first one to be applied through a systematic and structured process and constitutes a practical tool for the efficient design of training programs through an evolutionary and structured process based on idea generation from experts.

Several activities successfully used in trainer development programmes, designed to develop, set up, and use different excercises to enhance the “start‐up” phase of a training programme, are described. A key aspect of the activities discussed involves learning how to utilise one′s experiences and those of others effectively to build learning climates in training programmes.

Facing the aging workforce but older workers’ vulnerability in the labor market, this chapter empirically explores factors and policy implications to enhance older workers’ entered employment rates (EER) after exiting the national workforce program. After reviewing older workers’ attributes and the unique methods to train them, the chapter examines demographic, socioeconomic, and program attributions to older workers’ EER, controlling for cyclical changes in the labor market. The chapter relies on three sets of models including logistic regression, multi-level mixed-effect regression, and multilevel mixed effect logistic regression models, as well as longitudinal Workforce Investment Act Standardized Record Data and Bureau of Labor Statistics unemployment data. Older dislocated workers and older adults are examined separately. Some Workforce Innovation and Opportunity Act training and related service combinations are identified to contribute to older adults and older dislocated workers’ EER and to inform strategic decision-making about future allocations of funds and policy efforts to serve older workers.

Morgan State University (Morgan) is a leading undergraduate institution for black science and engineering doctoral degree recipients. Morgan also is a leader in the production of black engineering degree recipients in the United States. This chapter provides a historic overview of the major programs with a tie to the impact on the institutional metrics, a discussion of the process for developing researchers in science and engineering, and alumni perspectives. The undergraduate research development models used in engineering at Morgan are compared and contrasted with the life sciences and physical sciences. The programs focus on developing communities of engineering practice and communities of science, thereby enhancing students’ self-efficacy and resilience, shaping disciplinary identity, and creating learning communities. These approaches are critical for the success of minority students and are supported by the social science literature. Best practices have been adopted at varying levels by the School of Engineering, the School of Computer Mathematics and Natural Science and the Behavioral Science departments that have netted these Ph.D. outcomes including multiyear mentored research, research training courses, and participation in professional meetings. Multiple approaches to student development, when matched with the disciplinary culture, are shown to result in national impact.

This study aims to explain the evaluation of a training programme for older adults to make them facilitators of a memory training project. Older adults were trained as facilitators to respond to the need to continue training memory and promote the active role of adults in the community.

The Kirkpatrick model was used to comprehensively evaluate the training programme. The participants were 89 older adults from the city of Barcelona, with an average age of 73.1 years old. To evaluate the training programme, six instruments were administered, adapted to the four levels established in Kirkpatrick’s model.

The results obtained show that the programme to train facilitators enables older adults to become facilitators in a memory training project.

Two limitations have been identified. The first is to analyse the extent to which the participants learned from the facilitator’s memory training project. The second is the methodological improvement for future research on two issues: strengthening the validity of the instruments and incorporating a control group.

The implications for practice, presented in this article, are twofold. One is the importance of lifelong learning as a resource for remaining healthy. Another implication is the active role of older adults in the community.

This research enables older adults to become involved in responding to their own needs such as memory training. In turn, it contributes to promoting active ageing and community participation.

The importance of adapting training styles and methods to trainees′ learning styles is discussed. Such an approach should provide a basis for training strategies which can help trainers improve the performance of an organisation′s training programmes.

Describes the elements of a successful employee training programme. Explains the distinction between training and education, along with a discussion of why “soft skills” training initiatives are less effective than skills‐based approaches. Discusses the critical role of the training manager in implementing a training programme, as well as important considerations when developing a strategic training plan. Finally, describes several key factors which determine how employee training programmes can best support company profitability.