The Knowledge-Enabled Organization: Moving from "Training" to "Learning" to Meet Business Goals

If the knowledge and skills of employees are a company's biggest competitive asset, why are so many organizations riddled with unproductive, irrelevant training departments and activities?

Because they're being ripped off in a $50 billion "Great American Training Robbery," says Daniel Tobin in this strong, frank -- and ultimately rejuvenating -- critique of the current state of employee learning. And it's time for senior managers and human resources professionals to enact change.

Tobin outlines a new approach to learning, one that links "training and development" with viable, job-related, bottom-line driven activities. His model operates on individual, work unit, and corporate levels, with each area continually sharing information and skills -- to create a dynamic, actively learning, knowledge-enabled organization.

Filled with instructive real-world examples, The Knowledge-Enabled Organization supplies a comprehensive and practical game plan for implementing this kind of strategic, results-driven training. It explains how to:

** transform the way that training departments think and act
** ensure that every training dollar spent contributes to corporate financial goals -- and individual career goals
** expand and diversify an employee's learning activities
** create a knowledge network to support learning
** build and maintain a positive learning environment.