SMART TRAINING --- THE MANAGER'S GUIDE TO TRAINING
FOR IMPROVED PERFORMANCE by Clay Carr. McGraw-Hill, 1992
ACKNOWLEDGMENTS (pxiii)

INTRODUCTION --- What will "smart training" do for you? (p1-7)

PART 1 --- JUST WHAT IS "SMART TRAINING?" (p9-56)

    1) Focusing on performance

    2) What do you need --- training, educating, orienting, or. . . ?

    3) The "gateway" to smart training --- EFFECTIVE ANALYSIS!

      [1] The Petaluma Story --- Coast Guard (p36)

      [2] What is this thing called "up-front" analysis? (37-38)

      [3] Training as part of the big picture --- the superior invesments story (p38-39)

      [4] How do you get good analysis? (p39-41)

      [5] The "performance improvement potential" = "PIP" (p41-42)

      [6] How to use these ideas (p43)

    4) The road to smart training --- design (p45-56)

PART 2 --- BUILDING THE ORGANIZATION'S COMPETENCE WITH "SMART TRAINING" (p57-132)

    5) Gaining the "competence edge"

    6) The mastery spiral

    7) Core competence --- the name of the game

    8) Competence for the 1990s --- and beyond

    9) How do you get competence used?

PART 3 --- SMART TRAINING IS "COST-EFFECTIVE" TRAINING (p133-210)

    10) The ground rules of "economic training" --- the KEY to training SUCCESS (p135-152)

      [1] Develop training "strategically" (p137-138)

      [2] Focus training on improved performance (p138-140)

      [3] Analyze, then design, then pick the delivery method (p140-142)

      [4] Know what the real costs are (p142-145)

        (1) Tangible costs

        (2) Intangible costs

          1. The cost of getting it right

          2. The cost of disrupted operations

          3. The cost of not getting it right

        (3) Reducing the costs

        (4) Back to the life cycle

      [5] Manage change --- or else! (p145-148)

        (1) How long do you expect this training to be given before it is completely revised?

        (2) How frequently will the training have to be updated?

        (3) Can you plan on a regular update cycle?

        (4) How will you decide when to do an update?

        (5) Can you handle some of the updates through job aids, on-the-job-training, or a combination of the two?

      [6] The best training is "JIT" ("just-in-time") training (p148-149)

      [7] Set specific objectives and evaluate against them (p149-150)

      [8] Evaluate the alternatives (p151)

      [9] What counts is learning, not training! (p151-152)

    11) How "smart" are computers and video? (p153-167)

    12) Smart "just-in-time" training --- job aids (p169-183)

    13) Smart "just-in-time" training --- structured "OJT" (p185-196)

    14) Other smart ways to train (p197-210)

PART 4 --- HOW 'SMART TRAINING" FITS INTO A LEARNING ORGANIZATION (p211-243)

    15) How a learning organization learns (p213-227)

    16) What a learning organization learns (p229-243)

    QUICK GUIDE TO MEDIA AND METHODS (p245-254)

    NOTES (p255-261)

    BIBLIOGRAPHY (p263-267)

    INDEX (p269-273)

    ABOUT THE AUTHOR (p274)

    Go to: Change Issue at Work
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