Discusses the growing numbers of new young managers (aged 20 to 34) and the challenge of preparing them. Suggests that they are new to the world of work and have little or no first-hand exposure to corporate life. Offers strategies for their training. (JOW)

The last in a five-part series of case studies on how large organizations are using and measuring enterprise-wide electronic learning tells how PNC Bank made the most of its learning management system to upgrade employee skills through a competence manager application. (JOW)

Lucent Technologies extends its product training to customers and business partners. This practice allows both employees and customers to access e-learning selections for their training and information needs. (JOW)

Discusses how a small to mid-sized organization can create a leadership development program using the same approach that is used in large companies like General Electric. Identifies the factors that can transfer successfully to smaller organizations. (JOW)

Summarizes a series of case studies of enterprise-wide electronic learning with these recommendations: (1) standardize courseware and narrow course selection; (2) market new ideas to employees; (3) buy wisely; (4) increase security; (5) buy cautiously; (6) find best value for your organization; (7) get buy-in from management; and (8) offer…

The chief learning officer of a company is responsible for everything from developing a culture for organizational learning to being a visionary for organizational learning and knowledge management. (JOW)

Describes how one company developed an organizational structure and system of governance to ensure that strategy and work force enablement are locked in. Discusses the following principles for trainers: understanding the business, directing the effects learning has on business results, and managing relationships with key decision makers. (JOW)

States that the lure of cost savings and other incentives are prompting more organizations to outsource their entire learning function. Suggests that this will provide different opportunities for trainers. Looks at incentives, services, and advantages of outsourcing training. (JOW)

The electronic leadership development program created for Xerox has the following goals: improving leadership skills, morale, and retention; maximizing efficiency of resources; and teaching leaders how to function in an online environment. (Author/JOW)

A survey of training professionals revealed how the terrorist attacks of September 11, 2001 changed employee attitudes toward training. Decreased travel, increased use of distance technologies, development of security and evacuation plans, and emphasis on such topics as diversity, stress management, and security are some of the changes. (JOW)

Part 1 of a five-part series of case studies on how some large organizations are using and measuring enterprise-wide electronic learning profiles Braxton's efforts to move from 95% classroom-based training in 1999 to a blend of live and e-learning, resulting in substantial cost savings. (JOW)

The third in a five-part series of case studies on enterprisewide electronic learning describes how Kodak's approach to a global learning management system integrated 80 discrete human resource systems into one. (JOW)