Successful Training Strategies: Twenty-Six Innovative Corporate Models

PrefaceThe Authors
Introduction: How Leading Companies Are Reshaping Their TrainingStrategies
Part One: Aligning Training Strategy with Corporate Goals
1. The Travelers Corporation: Expanding Computer Literacy in theOrganization
2. Keeping Track of Training Quality and Costs: New-EnglandTelephone
3. The Motorola Training and Education Center: Keeping the CompanyCompetitive
4. Corning Glass Works: Total Quality as a Strategic Response
5. American Transtech: Learning as Part of the Job
6. Improving Operations and Employee Opportunity Through TechnicalTraining: Gilroy Foods, Inc.
Part Two: Continuous Learning for All Employees
7. A Participative Approach to a Technological Challenge: GeneralElectric's Aerospace Electronic Systems Department
8. Training and Development at General Foods: A ParticipativeProcess
9. Training in a Team Environment: S. B. Thomas, Inc.
10. Pacific Bell and Communications Workers of America: Retrainingfor the Computer Age
Part Three: Manufacturer-User Training Partnerships
11. Learning from Customers: Control Data Corporation's TrainingAdvisory Board
12. A Proactive Approach Toward HighTechnology Training: GeneralMotor's Linden, New Jersey, Plant
13. Goodyear Tire and Rubber Company: Building a TrainingCommitment into the Contract
14. Ford Sharonville: An Emphasis on User-VAndor Cooperation
15. The VAndor's Role in Training to Support Computer IntegratedManufacturing: Caterpiller Inc.
16. Miller Brewing Company and Amatrol: A Succesful Partnership inTraining for New Technology
Part Four: Designing and Delivering Training Cost-Effectively
17. Achieving Cost Savings and Quality Through Education: IBM'sSystems Approach
18. Manpower Temporary Services: Keeping Ahead of theCompetition
19. Reducing Maintenance Costs Through Supervisory Education andInvolvement: Travenol Laboratories, Inc.
20. A Training Consortium: General Motors' Automative ServiceEducational Program
21. National Technological University: Learning by Satellite
Part Five: Combining Continuous Learning and EmploymentSecurity
22. Xerox's Critical Skills Training Program: A Commitment toRetraining Pays Off
23. Linking Retraining with Job and Income Security: The PackardElectric Experience
24. General Electric, Fort Wayne, Indiana: High Tech Comes to theRust Belt
25. Pacific Northwest Bell: A Job Skills Bank
26. Hewlett-Packard: Partnerships for New Careers
ReferencesIndex