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Assertive outreach teams are working with a significant proportion of people with complex needs, including dual diagnosis. Government policy has highlighted the role of assertive outreach in engaging and intervening with this group. This paper reports on the development and evaluation of a specific team‐focused training package and its trial in the Eastern and West Midlands regions.

Highlights some of the new techniques being implemented across the USA in the area of team training. Some are revolutionary but some are just fine tuning on already successful methods. Gives suggestions for trainers on how to deal with resistant, reluctant or resentful trainees. Reviews the methods used at one firm to train its trainers, and at another where a company‐wide policy was adopted to create a new value‐added training system. Concludes that some of the most effective training techniques are not new ‐ merely the application of old‐fashioned common sense to training problems.

Team-based projects are being used at work in various industries and in education. This paper aims to share a training strategy that integrates training with casual games to effectively prepare individuals to perform better in team-based settings due to their acquisition of team skills combined with their knowledge of tools including a team charter, communication plan and conflict resolution plan.

A training module was developed, deployed and tested in a virtual classroom of an upper-level undergraduate business class to emulate real-world team experiences. In the study, 342 of the 631 participants enrolled chose to complete the optional training module, which included pre- and posttests followed by a perception survey. A quasi-experimental design was used to evaluate the impact of the training upon team skills including communication, conflict resolution and feelings of belonging.

The pre- and posttest results for trainees indicated a significant increase in team process and development knowledge, which included concepts such as communication, conflict resolution methods, roles, goal-setting and expectation-setting. Survey results indicated a correlation between completing the team training module and improved communication within teams, particularly for teams developing a communication plan in addition to a team charter and conflict resolution strategies.

This research contributes to the literature on preparing individuals for success in teams through training and education using interactive games, while equipping them with tools to contribute to favorable team dynamics and outcomes. The results are applicable to business, organizations and training settings that incorporate team-based projects in online, hybrid and face-to-face settings.

This study seeks to: involve team members in part of the actual design of training for their own team leaders; improve team leader knowledge and skills; and demonstrate the use of skill charting (SC) for learning and performance improvement.

Using focus groups of team members and q‐sort methodology we were able to have team members identify practical performance elements regarding the behavior of their team leaders. Integrating these performance elements into the training design for team leaders and using SC as a training tool, we were able to compare two groups of team leaders: one group (the study group) whose training focused, specifically, on the team‐generated performance elements and another group (the traditional group) whose training was focused on general, team leader performance elements.

In the perceptions of the team members, the S group team leaders, following training, performed more effectively regarding: response time, positive reinforcement, and focus on desired behavior of team members, than did the T group team leaders. Mean scores of ratings of performance were higher for S group team leaders than T group team leaders on all variables save one.

Owing to the nature of SC training, sample sizes could not be large; that is, sample sizes could not exceed 35 participants per each condition. Statistical tests are thus influenced. Other limitations involve the obvious time gap between actual training and the subsequent changes in behavior and performance. The study does offer considerable support to other research that makes use of SC training tools.

The activities undertaken in the study serve to involve team members, recognize their knowledge and skill, and empower them via decision making and personal recognition.

This study points to ways to involve team members directly in performance improvement and learning.

This paper aims to investigate the mediating effect of an individual’s satisfaction with the team between conflict and training motivation. This study provides understanding regarding how the type of conflict within a team can influence an individual’s team experience which can, in turn, influence that individual’s training motivation and impact future teams.

Data were collected from 498 upper-level business students engaged in a team project. Structural equation modeling examined the serial mediation relationship between perceived diversity, conflict (affective and cognitive), individual satisfaction with the team and training motivation (learning and transfer).

Individual satisfaction with the team partially mediates the relationship between affective conflict and both training motivation dimensions, and fully mediates the relationship between cognitive conflict and both training motivation dimensions.

To encourage future participation in teams, managers should explore ways to increase an individual’s satisfaction, such as increasing the cognitive conflict by incorporating diversity within teams and reducing the affective conflict within teams. Likewise, by increasing an individual’s satisfaction with the team, managers can increase both the motivation to learn and transfer new knowledge.

This paper illuminates the role that an individual’s satisfaction with the team has between conflict and training motivation. Moreover, this paper demonstrates that more research on an individual’s satisfaction with the team is needed.

Presents the findings of research that aimed to develop a better understanding of the skills required in teamwork in British university libraries and the best ways of developing these skills. The fieldwork for the project used a qualitative approach and interviews were conducted with members of a sample of teams from four “new” university libraries. The teams studied were found to be leader focused and the most frequently cited examples of good teamwork tended to depend on attitudes rather than skills. Communication was seen as a key skill, but task centred skills such as decision making were more important in working parties than in permanent teams. Suggested areas for attention include leadership training, staff selection, communication with part‐timers and the skills of open communication. Three of the four libraries had provided training in teamwork. Participants’ reactions to this are considered and tentative comment is offered on such matters as the relevance and objectives of training and the value of training for individual teams.

Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions.

The study utilised a range of research methods, including in‐depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two‐year period.

The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex.

This study represents one of the first studies to investigate training and development and HRD practices and systems in European call centres.

The provision of appropriate sex education for teachers has been identified as a key factor in improving the quality of sex and relationship education (SRE). This paper focuses on evaluating a sexual health training programme designed to prepare school teams to deliver high quality SRE. The evaluation followed up three schools prospectively and 11 schools retrospectively. Multiple methods were used to gather and triangulate qualitative and quantitative data from teachers, senior management, pupils and trainers. The training programme was found to have made positive contributions to SRE programme and policy development through building schools’ capacity to be responsive to young people’s needs, team building, personal and professional development, and greater collaboration in school between health and education services, parents and pupils. In the light of the findings, recommendations are made to guide future training.

This paper seeks to explain how team training in template construction and maintenance is achieved to improve the performance of individuals and teams on the job. The aim is to explain the training model in detail and to present the theory base for the model. Also, another important purpose is to demonstrate how the model is actually used in the field.

The methodology consists of two major features: the explication of how the template approach is applied, in general; and then the performance of teams and groups of employees is compared following training. It shows that one group was trained in the template approach, while the other group was trained using more conventional methods.

The hypotheses stated that in comparing the differently trained teams/groups there would be no difference in performance on these measures: gross sales attained; manager rating of employee performance; and customer satisfaction with regard to sales representatives; product knowledge; helpfulness in the business context; and overall performance. Significant differences were noted for manager rating, product knowledge, and overall performance. The groups could be compared; however, the teams were too small to rely on standard statistical tools for analysis.

The study was exploratory in nature with a limited range of performance measures. The sample sizes (teams) were not large; however, the groups were large enough to make comparisons. The use of different pairs of trainers for the sub‐samples helps to dampen trainer bias but also creates differences in training conditions that could influence employee learning and performance.

The results demonstrate that the training approach has merit and warrants further study. The study depicts how a partnership among trainers, managers, and employees can lead to successful training outcomes. Another implication is that it is possible to involve trainers, teams and managers, cooperatively, to create models of training and performance improvement.

There are only a few templates or script‐based approaches reported in the training literature; hence this work adds to the literature. The template approach helps team members leverage their learning and also improve performance.

The area of team teaching is addressed with reference to methods of implementing it in management development; the benefits of team teaching, both to trainers and trainees, are described. Possible difficulties and problems which can arise when it is used in different cultures are examined with reference to South East Asian countries, particularly those with a “Chinese” culture. An example of the use of the method in Hong Kong is provided, from which conclusions are drawn as to its effectiveness in a predominantly Chinese environment.