【文章內(nèi)容簡介】 ules, food service and recreation activities, carpooling and transportation programs such as transit subsidies, employee suggestion systems, child care and elder care, and counseling services. Child care and elder care are increasingly significant because of growth in the number of dualine households and the older population. Counseling may help employees deal with emotional disorders, alcoholism, or marital, family, consumer, legal, and financial problems. Some employers offer career counseling and outplacement services. In some panies, certain programs, such as those dealing with physical security or information technology, may be coordinated in separate departments by other managers. (See administrative services managers elsewhere in the Handbook.) Training and development. Training and development managers and specialists create, procure, and conduct training and development programs for employees. Managers typically supervise specialists and make budgetimpacting decisions in exchange for a reduced training portfolio. Increasingly, executives recognize that training offers a way of developing skills, enhancing productivity and quality of work, and building worker loyalty. Enhancing employee skills can increase individual and anizational performance and help to achieve business results. Increasingly, executives realize that developing the skills and knowledge of its workforce is a business imperative that can give them a petitive edge in recruiting and retaining high quality employees and can lead to business growth. Other factors involved in determining whether training is needed include the plexity of the work environment, the rapid pace of anizational and technological change, and the growing number of jobs in fields that constantly generate new knowledge and, thus, require new skills. In addition, advances in learning theory have provided insights into how people learn and how training can be anized most effectively. Training managers oversee development of training programs, contracts, and budgets. They may perform needs assessments of the types of training needed, determine the best means of delivering training, and create the content. They may provide employee training in a classroom, puter laboratory, or onsite production facility, or through a training film, Web videoondemand, or selfpaced or selfguided instructional guides. For live or inperson training, training managers ensure that teaching materials are prepared and the space appropriately set, training and instruction stimulate the class, and pletion certificates are issued at the end of training. For puterassisted or recorded training, trainers ensure that cameras, microphones, and other necessary technology platforms are functioning properly and that individual puters or other learning devices are configured for training purposes. They also have the responsibility for the entire learning process, and its environment, to ensure that the course meets its objectives and is measured and evaluated to understand how learning impacts performance. Training specialists plan, anize, and direct a wide range of training activities. Trainers consult with training managers and employee supervisors to develop performance improvement measures, conduct orientation sessions, and arrange onthejob training for new employees. They help employees maintain and improve their job skills and prepare for jobs requiring greater skill. They work with supervisors to improve their interpersonal skills and to deal effectively with employees. They may set up individualized training plans to strengthen employees’ existing skills or teach new ones. Training specialists also may set up leadership or executive development programs for employees who aspire to move up in the anization. These programs are designed to develop or “groom” leaders to replace those leaving the anization and as part of a corporate succession plan. Trainers also lead pr