THE SUPERVISORY TRAINING PRINCIPLES AND PRACTICES ADVOCATED IN THIS BOOKLET INVOLVE JOB ANALYSIS, APPRAISAL BY BOTH MANAGERS AND TRAINEES, AND CAREFULLY PLANNED TRAINING ON AN INDIVIDUAL AND SMALL GROUP BASIS. JOB ANALYSIS CAN BE CONDUCTED BY OBSERVATION, INTERVIEWS AND OTHER MEANS, AND WILL BE AIMED AT IDENTIFYING NEEDED SKILLS AND KNOWLEDGE AND ARRIVING AT DETAILED JOB SPECIFICATIONS. INDIVIDUAL AND GROUP TRAINING NEEDS ARE TO BE DETERMINED THROUGH APPRAISALS (INCLUDING SELF-EVALUATIONS) BASED ON SUPERVISORY PERFORMANCE AND EXPRESSED IN TERMS OF SPECIFIC GOALS. MANAGERIAL RESPONSIBILITY FOR PLANNING AND CONDUCTING SUCH TRAINING INCLUDES PROVIDING FOR ON THE JOB DEVELOPMENT, SUPPLEMENTED BY THE JUDICIOUS USE OF EXTERNAL COURSES AND INTERNAL TECHNICAL, ADMINISTRATIVE, AND HUMAN RELATIONS TRAINING. TRAINING FOR POTENTIAL SUPERVISORS SHOULD BE FOLLOWED BY PROMPT APPLICATION (ASSIGNMENT OF SUPERVISORY RESPONSIBILITIES AND DUTIES) AND BY A SYSTEMATIC ATTEMPT TO EVALUATE TRAINING EFFECTIVENESS USING SUCH CRITERIA AS KNOWLEDGE GAIN, COST CONTROL, OUTPUT, AND REDUCTION OF TURNOVER, ACCIDENTS, AND ABSENTEEISM. (THE DOCUMENT INCLUDES SUGGESTED TRAINING TECHNIQUES, 13 APPENDIXES, AND 12 REFERENCES.) THIS DOCUMENT, NO. 36-302, IS AVAILABLE, FOR 4S., FROM HER MAJESTY'S STATIONERY OFFICE, LONDON, ENGLAND. (LY)