Corning enhanced teamwork by training employees to facilitate team training. The employees learned to deal with change management, interpersonal communication, feedback, group development, team and individual expectations, and conflict management. (SK)

Training professionals can take advantage of the opportunities that come with the strong, new interest in learning in organizations. But they must be ready to build and to demonstrate their skills as chief training officer candidates. (JOW)

Provides a detailed plan for sheltering all learning in an organization under a strategic umbrella. Areas considered include governance, vision/mission, funding, organization, stakeholders, products/services, learning partners, technology, measurement, and ongoing communication. (JOW)

Understanding knowledge is the first step in managing it effectively. Twelve guiding principles and the core competencies of knowledge can help organizations make the most of their knowledge assets. (JOW)

Innovative companies focus on developing the knowledge capital of workers by providing learning support, not training. Learning support systems identify the current state of knowledge and skills and desired performance results, individualize learning for each worker, and integrate learning activities into work processes. (SK)

Explains how training organizations in high-performance companies such as Motorola are different from those in low-performing ones. Identifies management practices: customer focus, training closer to customers, leadership, employee involvement, innovation, process improvement, improvement measurement, and change management. (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)

Lessons learned by two neophyte trainers in a corporate quality improvement program include (1) the importance of team training; (2) training across levels, mixing different departments and responsibilities; and (3) concreteness and small group instruction. (SK)

Discusses a survey conducted by the American Society for Training & Development (ASTD) that provides preliminary evidence that companies that invest more heavily in training are more successful and profitable. Describes the free benchmarking service offered by ASTD. (Author/JOW)

Provides an introduction to getting online advice from experienced trainers who have paved the way to using the Internet for training. Includes a lists of web sites for trainers, ways to maximize the online experience; and web tools. (JOW)

Respondents drawn from a sample of licensed software users rated experimenting and asking coworkers as the most useful ways to learn new software. Clerical workers preferred interaction with trainers; knowledge workers/managers relied on experience and coworkers. Dependent learners (n=49) preferred an instructor-directed approach; self-directed…

Mirabile outlines six steps to skills assessment: (1) identify competency; (2) build profiles; (3) assess employees; (4) identify gaps; (5) identify options; and (6) follow through. Turoff defines common training terms. (SK)

Federal Express uses Service Quality Indicators to measure customer satisfaction and innovative training methods such as an interactive video network, pay-for-performance/pay-for-knowledge, and a Leadership Evaluation and Awareness Process. (SK)

Describes the stages of a team performance model: orientation, trust building, goal/role clarification, commitment, implementation, high performance, and renewal. (SK)

This condensed version of the American Society for Training and Development's annual state of the industry report highlights the practices that distinguish leading-edge firms from average organizations in how and to what degree they train. (JOW)