Defines and discusses mutual learning in organizations. Suggests that the idea of people and companies sharing knowledge is becoming a competitive strategy because mutual learning enables executives and employees to increase their capacity to work together, accelerate organizational learning, and avoid mistakes. (JOW)

After an absence of 10 years, strategic planning has returned as a prime management issue. New attitudes, new approaches, and new players have emerged with new practices. A good strategy can make a company more attractive to customers and investors as well as a better place to work. (JOW)

Replaces myths of teamwork with these assertions: teams need leaders, teamwork does not preclude individual contribution, teams work best when it is clear who is empowered to make decisions, accountability resides with individual members, and effective leaders enable team members to lead and support each other. (SK)

For technical workers who are valuable employees but not interested in managerial positions, multiple career paths offer a choice of three to five career tracks and lateral as well as vertical career opportunities. Keys to success include rigorous selection criteria and comparable recognition methods. (SK)

Describes the dual career path approach developed by the Exploration Division of British Petroleum for their management and technical employees. (JOW)

Advantages of simulation are link between classroom and real experience, experiment with risk, intensive focus, and reflection on experience. It can involve rigorous and time-consuming preparation, unpredictable outcomes, and trainee resistance. Facilitators need good coaching skills and personal sensitivity. (SK)

Human resource practitioners must be able to conduct needs analyses that accurately assess their organizations' performance needs, so that training can be made relevant to employees' jobs and organizational business goals. One way to meet that challenge is to use the Performance Analysis for Training Model. (Author)

Offers a step-by-step guide to conducting an assessment to determine whether your company has the characteristics of a learning organization. Includes a list of learning organization assessment instruments that identifies author, learning level, content areas, and methodology used. (JOW)

Focus group discussions with 50 human resource development professionals elicited their opinions on the following: what is a learning organization, what distinguishes organizational from individual learning, what role do training professionals play. Although some clarification was achieved, many thought it essential to the nature of learning…

A leader in human resource development reminisces about the people, places, and programs that made the field what it is today. (JOW)

Organizations can improve success in hiring or placing change agents by emphasizing needed competencies, confirming credentials, establishing contracts, and ensuring that change agents speak the organization's language and are flexible and focused on objectives. (SK)

The "web of work" is made up of 12 basic human needs: home/shelter, family/kinship, learning, community, spirituality, social relationships, leisure, economic security, transportation/mobility, health, work/career, and environment/safety. Understanding it can contribute to stability, security, and appreciation that work is not only a job but a…

Wisconsin Power and Light used results of an employee survey on cultural diversity to develop a training program based on increasing awareness of the significance of being able to work together. At workshops, employees identify specific individual actions they are responsible for and formulate work-group ground rules that respect diversity. (SK)

Presents an account of how one company went completely virtual--no office at all--and reaped the eventual rewards. Describes implementation processes, communication challenges, and customer reactions. (JOW)

Describes a mentoring program that matched senior managers with high-potential people. Steps include matching mentors and proteges, meeting with participants, implementing the program, and evaluating the program. (JOW)