This book questions the effectiveness of current employee learning in most organisations and presents an alternative framework model, which is less costly and more successful. Many practical examples of successful approaches are give in a highly readable format, with many diagrams.

Kevin Hoag was awarded both BS and MS degrees in mechanical engineering from the University of Wisconsin-Madison. He spent 16 years at Cummins Inc., Columbus, Indiana where his most recent role was as senior technical advisor for continuing engineering education. Under his leadership Cummins was awarded the Glenn L. Martin Award for Corporate Leadership in Continuing Education in 1998, presented by the International Association for Continuing Engineering Education. He is currently the associate director of the Engine Research Centre at the University of Wisconsin-Madison, and a program director in the Department of Engineering Professional Development.

• Part 1: An innovative model


• Chapter 1: Introduction


• Chapter 2: Moving beyond the classroom


• Chapter 3: Management roles


• Chapter 4: Mechanisms for advanced learning


• Chapter 5: Communicating the information


• Chapter 6: Employees own their own development


• Chapter 7: The supervisor's role


• Part 2: A few further applications


• Chapter 8: Rotational programs


• Chapter 9: Organizational assessment


• Chapter 10: Evaluating program effectiveness


• Chapter 11: There is no such thing as a free lunch