Suggests that self-directed learning should be approached with the same systematic rigor as other learning activities and that facilitation requires different skills than classroom instruction or on-the-job training. Includes an interview with Malcolm Knowles, a lesson plan, and facilitator competencies. (JOW)

Suggests that custom training is not for everyone and that off-the-shelf programs can be the best way to achieve many business goals. Looks at a variety of programs and offers a rationale for using both off-the-shelf and customized programs depending on the circumstances. (JOW)

A systematic mentoring approach combines old and new concepts from organizational learning, including intentional learning, failure and success, and storytelling. Mentoring should be a process of mature development and a joint venture, with a learning contract that aligns the mentor, proteges, and the proteges' manager. (JOW)

Presents a disabled trainer's story of the effectiveness of trainers with disabilities in the workplace and their problems with being accepted. (JOW)

Awareness of diversity in the workplace is on the rise, but so is a backlash to some of the issues that it raises. Ways to prevent backlash include getting management support, involving employees in training design, using an inclusive definition of diversity, acknowledging resistance, valuing sameness, and affirming the value of individual views.…

Keeping sexual harassment incidents at bay in the workplace involves prevention training that teaches people how to identify harassment and how to respond, using such techniques as role play and discussion. Trainees should also be informed of the organization's policy and procedures for reporting complaints. (JOW)

Discusses the unseen but essential qualities of team spirit that are necessary for success. Offers five learning activities to help build team spirit and develop high-performing teams. (JOW)

Ways to improve training so that it actually gets applied on the job include screening the work environment to unearth potential barriers, establishing collaborative relationships with other areas (technical support, supervisors, human resources), and turning down training opportunities when follow-up support will not be available. (SK)

Looks at the advantages and disadvantages of telecommuting and describes a training program to get people ready to telecommute. Offers tips for organizing an office at home. (JOW)

It is time to reframe thinking about the training profession and its relevance. Trainers must shift their focus from training to high performance. (JOW)

Today's participatory work cultures are moving power down through organizations. Many of them empower self-directed work teams (SDTs) with the responsibility for managing themselves and their work. Key issues in building successful SDTs include selecting team players, training for success, and rewarding team performance. (JOW)

The ability to learn is the basis for all other skills and distinguishes effective employees from those that are not so effective. Trainers must teach employees to turn common events into learning opportunities and to create their own learning systems. (JOW)

Companies are competing for an ever-smaller share of the labor pool and are finding that offering training gives them a competitive advantage in recruiting and retaining employees. Both technical and interpersonal skills training is in demand. (JOW)

The fundamental problem in leadership development is the huge disparity between what is being spent and the return on that investment. Remedies include clarifying desired outcomes, putting leadership development in an organizational context, beginning with results, linking competencies to results, transforming leadership development into a…

Emphasizes the need to address the human side of technology when upgrading equipment and systems. Stresses the importance of involving employees in technology design and implementation and ensuring that training practices support the new way of doing things. (JOW)