An organization probably prides itself on its openness in finding new talent. It is eager to add people with diverse backgrounds and skills to its roster of employees. Yet, like many companies, it might be hesitant to actively recruit persons with disabilities. Recruiting and integrating these individuals may require greater care, but what an…

For flooring manufacturer Mohawk Industries, it is not enough to teach employees how to be great. The long-time Training Top 125 contender focused last year on helping employees to blaze their own learning paths while meeting organization imperatives. That meant improving the technology that supports employee performance, as well as creating new…

Rockport Company conducted a two-day meeting of its entire staff with no agenda. Anyone could announce a topic about which he or she felt strongly. After two days, a sense of camaraderie and purpose was almost palpable. The challenge is to keep the company on track and ensure that the spirit remains. (JOW)

Mentoring programs are thriving at corporations, partly because of the downsizing that has occurred over the past decade. Mentoring offers a way to preserve intellectual capital and memory within a company. (JOW)

A new breed of executive is emerging, the chief learning or knowledge officer who is in charge of organizing, capturing, and cataloging a company's collective knowledge. That the position exists is evidence of the growing recognition that intellectual capital is a company's most significant asset. (JOW)

Discusses the debate over whether the training department of a company should be placed within human resources. Offers opinions of training and human resources executives and concludes that a varied structure enables training to remain flexible in response to changing conditions. (JOW)

The best way to increase the value and impact of an evaluation system is to provide immediate feedback to the instructors and an innovative training climate that allows change. (SK)

Attempts to define corporate culture and examines the implications of organizational (or cultural) change and the current emphasis on excellence for training and human resource development. (SK)

In an interview, Peter Senge discusses results of efforts to turn companies into learning organizations, how to effect change, systems thinking, the importance of a powerful head of an organization, and the difference between organizational learning and a learning organization. (JOW)

Shorter learning cycles for workers are a strategic advantage for most companies. Companies that complement product cycles with knowledge often employ four strategies: (1) early involvement in training, (2) conducive organizational structure, (3) innovative knowledge delivery, and (4) breadth of content. (JOW)

Discusses the benefits of employee volunteerism such as enhanced brand image, increased customer loyalty, increased competitiveness, and skill building for employees. Looks at how several major corporations volunteer in their communities. (JOW)

Discord sometimes arises between training and information system departments over who should be in charge of training users to operate the necessary hardware and software to do their jobs. The lack of cooperation between the two departments is not in the best interest of employees or the organization. (JOW)

Dispels several myths about older workers: (1) they cost more; (2) they are sick more; (3) they cannot learn new skills; and (4) they are less productive. Suggests that employers and younger employees need to be sensitized to regard older workers an asset. (JOW)

An often untapped source of knowledge in organizations originates in informal learning environments. Managers are now accountable for developing and training staff; intranets are among the tools managers need to foster learning. (JOW)

Virtual work teams scattered around the globe are becoming a feature of corporate workplaces. Although most people prefer face-to-face meetings and interactions, reality often requires telecommuting. (JOW)