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.

DANIEL R. TOBIN, Ph.D. (Framingham, MA) is an independent consultant on corporate learning strategies and an adjunct professor in the graduate management program at Emmanuel College. He is the author of Re-Educating the Corporation and Transformational Learning.