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This issue of 'Training and development in Australia' focuses on creative training and provides information on how to build creative training and how it can give tangible results. The articles are: Hybrid learning delivers bottom line for Siemens / Mark Casey (p. 4-8); Designing learning experiences / Bob Dick (p. 9-12); The myth of the silver bullet - and how to improve the effectiveness of training / Les Allan (p. 13-18); Creating training results / Catherine Mattiske (p. 19-20). Also included is: 'Age of enlightenment' by Mike Staunton and Karen Giles (p. 21) which discusses a management development study. Show less

This issue of 'Training and development in Australia' focuses on linking learning to business strategy. The feature articles are: 'Now for strategic links' by Mark Casey (p. 6-8) which examines literature promoting strategy as the means for enterprises to achieve competitive advantage. The author emphasises the importance of linking strategy to everyday work, the role of human resources in organisational success, and the significance of an organisation's intangible assets; 'Just in time for learning revolution' by Jonathon Levy (p. 9-10, 15), which describes a future model of learning that provides personalised employee-driven learning to assist knowledge workers increase productivity and improve performance; 'The strategic perspective pays for training' by Phil Rutherford (p. 16-20) which proposes an alternative model for evaluating the returns to training in terms of outcomes for the individual, workplace, business strategy and community; 'Organisations need developing' by Glen Martin (p. 21) which reports on recent research into the priorities of training managers. This issue also contains a feature on the upcoming AITD National Conference to be held in Melbourne on 16-18 October 2002. The conference aims to examine issues associated with developing human capital and delivering business results. An interview with Harry Debney, CEO of Visy Industries, examines the importance of developing employee skills to support business objectives. Show less

The feature articles of this issue of 'Training and development in Australia' are: 'The new manager: transition to tyrant?' by Glenn Martin (p. 6, 8) in which the author discusses the tendency for new managers to adopt an autocratic style of management and outlines the Frontline Management Program aimed at helping managers develop the competencies required for effective management; 'Five Cs for powerful planning' by Les Allen (p. 9-11) which outlines a five-step process to achieve planned outcomes and implement change and learning; 'Frames can build learning relevance' by Rich Allen (p.14-18) in which the author discusses the need for trainers to create a common frame to help guide participants' thinking along the intended lines of instruction. The research article in this issue is 'Training and new management practices' by Andrew Smith, Eddie Oczkowski, Charles Noble and Robert Macklin' (p. 19-20) which briefly outlines a research project exploring the changing nature and demand for training in enterprises adopting new management practices (NMPs),the impact of NMPs on training and key findings from the project. The full project report, entitled 'New management practices and enterprise training', is indexed at TD/TNC 68.09. This issue also contains the highlights from the 2002 AITD National Training Awards. Show less

The theme of the AITD 2002 National Conference, held in Melbourne in October, was 'Developing human capital - delivering business results'. Presentations included: Maximising the value of people, our human capital / Andrew Mayo; Building organisational capability through accelerated development and making it stick / Barry Billings, Julie Ahern; On the learning edge of the e-frontier / Dion Groeneweg; Sustainability and human capital / Andrew Griffiths; The leadership journey - the role of emotional intelligence; Growing our leaders: a strategic approach to management development / Glenda Hadley, Teri Stone; Transfer of learning / Jay Cohen; Case study: mentoring for engineers at Vic Roads North West Region / Linda MacGregor, Alastair Robinson; Endorsed training - a proven model for successful introduction of new entrants / Lena Ross & Margaret Arthurson; The national vocational education and training system - future directions / Moira Scollay; Learning: the new competitive advantage / Martyn Sloman; Workshop 2 - e-learning: when will the future arrive? / Martyn Sloman; Men at work - different learning techniques / Phil Gouldson, Lyn Stringer; Mentoring how to - implementing a structured mentoring program / Ann Rolfe-Flett; Return on investment (ROI): a workplace measure / Stephen Hartley; Spreading jam / Scott Jones. Show less

This issue of 'Training and development in Australia' provides a detailed analysis of a few effective training techniques. The feature articles in this issue are: 'Design of the times: an insider's look at instructional design' by Rebecca Parker (p. 4-8), which provides a guide to designing effective training programs; 'Changing the world?: Appreciative Inquiry opens the door to organisational transformation' by John Loty (p. 9-11), which explains a process being used to transform organisations by building on existing strengths rather than problem identification; 'New training package: what it means for your career' by Liz Stone and Jenni Noble (p. 12-13), which explains what the Certificate IV of the TAA04 Training & Assessment Training Package (indexed at TD/TNC 80.252) means for training professionals; '360 degree feedback: tell me what you really think!' by Deborah Pilgrim (p. 14-15), which suggests that detailed and effective feedback through a well designed 360 degree feedback tool may lead to better performance. Other articles include: Sales versatility: exploring the link between social styles and sales performance / Michael Leimbach (p. 18-20); Face off: technology that transforms face-to-face presentations / Liz Stone (p. 21-23). Show less

This issue of ‘Training and development in Australia’ looks at new thinking - using multiple methods for learning. Feature articles include: ‘Crisis lifts loyalty’ (p. 5); ‘Alan Mence interview’ (p. 6-7); ‘2010 national conference: a fellow’s view’ by Glenn Martin (p. 36-37); ‘Spice up your training with stories’ by Eleanor Shakiba (p. 38-39); ‘Four ways to use learning and development to support business strategy’ by Michael Carman (p. 8-9); ‘Why change succeeds: the importance of people’ by James Calopio (p. 10-11); ‘Does the [human resource development] HRD industry have a future?’ by Tim Baker (p. 12-13); ‘Analyse this’ by Ryan Tracey (p. 35); ‘The next level of blended learning’ by Janet Clarey (p. 14-15); ‘Learning to talk dolphin!: what human resource professionals can learn from dolphin trainers!’ by Anne-Maree O’Neill (p. 16-17); Training for [Generation] Gen Y’ by Michael Wynter (p. 18-19); ‘What does mature e-learning look like?’ by Bjorn Billhardt (p. 21); ‘Brain training - why the grey matters’ by Allan Kenneday (p. 28-29); ‘Flexible learning - getting the ‘magic in the mix’‘ by Bronte Moran (p. 30-31); and ‘Changing the way we (e)learn - online learning: yesterday, today and tomorrow’ by Tim Legge (p. 32-34). Show less

This issue contains the following articles: Moving to a strategic learning and development approach / Ger Driesen (pp. 6-8); Understanding client needs / Michelle Ockers (pp. 10-11); Learning strategy for the C suite / Andrew Fletcher (pp. 12-13); Building an academy: a case study / Kate Fraser (pp. 14-15); Learning strategy: more than 'just add tech' / Evelyn Moolenburgh (pp. 16-17); Using LMS reports as a strategic planning tool / Andrew Rose (pp. 18 -19); Instructional design strategies / Graham Voigt (pp. 22-23). Show less

This issue of ‘Training and development in Australia’ focuses on the theme of diversity in learning. The articles are: ‘Does culture affect how we learn?’ by Tom Verghese (p. 6-8) in which the author provides a nine-step approach to assessing an individual’s cultural preference; ‘Learning to learn is the key’ (p. 9-11) which features an interview with Tony Buzan, originator of Mind Maps; ‘Learning in a 15 minute world’ by Alastair Rylatt (p. 14-18) which offers strategies for managing personal learning; and ‘Cultural diversity: what it means for us as learning professionals’ by Tamerlaine Beasley (p. 19-22)in which the author draws on her training experience in the Asia-Pacific region to suggest ways to develop content and processes which meet the needs of learners. This issue also contains: ‘Skills are the key to customer service’ (p. 4-5) in which Terry Towell, Managing Director of Allianz Australia speaks to Geoff Kelly about training and development; and a summary of the 2002 AITD conference. Show less

This issue of ‘Training and development in Australia’ looks at integrating the skills of leadership. Feature articles include: ‘Knowledge (work) is not bliss (p. 5)l ‘When Australian trainers train overseas’ by Pamela Thorne (p. 8-10); ‘Influence: the bottom line’ by Colin Gautrey (p. 12-14); ‘Organisational change?: ‘no big deal!’‘ by Andria Wyman-Clarke and Andrew O’Keeffe (p. 16-17); ‘Eureka! conversations that create insight’ by Ann Rolfe (p. 18-19); ‘Spice up your training with stories’ by Eleanor Shakiba (p. 20-21); ‘Adult learning principles?: shminciples!’ by Ryan Tracey (p. 22-23); ‘How to innovate @ speed’ by Ken Hudson (P. 24-25); and ‘Goodbye [training and assessment] TAA, hello [training and education] TAE’ by Chemene Sinson (p. 34-35). Show less

Registered training organisations (RTOs) that operate in more than one State or Territory can now choose to register through a new national regulator, the National Audit and Registration Agency (NARA). RTOs delivering in more than one State of Territory have, to date, sometimes been subject to multiple audits, conducted by the Registering Bodies in each State of delivery. NARA offers an avenue for RTOs to have just one body managing all their registration and conducting audits. NARA has been established as a new national regulator by agreement of the State, Territory and Commonwealth Governments. It operates as part of TVET Australia Ltd and will perform its functions under delegations from the States and Territories. NARA has strong support from industry and it has already achieved a high level of interest from RTOs.

Excerpt from publication reprinted by permission of the copyright owner. Show less