Describes intellectual capital--employees' brainpower, know-how, knowledge, and processes--and knowledge management--the processes by which a company creates and leverages intellectual capital--as the primary sources of competitive advantage in many industries. Offers ways to measure intellectual capital, a glossary, and additional resources. (JOW)

Defines learning organizations and describes essential features, training and trainers, outcomes, and types of leaders. Includes a sidebar by Peter Senge, "Leading Learning Organizations." (JOW)

Suggests how training and human resource development professionals can play a pivotal role in helping shape and communicate an executive-driven change message and help employees understand the message from the beginning. (Author)

Developing sexual harassment training involves these steps: survey employees, establish policy and reporting procedures, get management commitment, and use programs both to educate about the issues and eliminate unacceptable behavior. (SK)

One-on-one mentoring relationships can narrow opportunities for employees whose development requires group support. The new model substitutes interactive mentoring groups for the isolated twosomes of traditional mentoring relationships. (JOW)

Discusses performance-based training and suggests that organizations are focusing on performance and making breakthroughs in terms of competitive advantage. Offers reasons why trainers should focus on performance. (JOW)

Discusses Donald J. Kirkpatrick's Level 4 evaluation model and how and whether to measure the value of training today. Suggests that a balanced view is needed to measure hard- and soft-skill performance gauges, tangible and intangible benefits, and long- and short-term results. (JOW)

The challenge at Pacific Gas & Electric was to train 27,000 employees to create an environment in which cultural diversity improves the company's competitive advantage. The solution was to train and certify 110 employees as diversity awareness trainers. (JOW)

Technology is a key element in the U.S. economy because more nontechnical workers are using it, not because there is a need for more technical workers. Workers in the United States are highly educated and employers will have to do and spend more to maintain their training commitment. (JOW)