Trending Sources

The Performance Paradigm: An Alternative Approach to Learning

CLO Magazine

If the learning and development function was a 400-meter run, its impact would barely make it down the first straightaway, said Gary Wise, workforce capability architect at Human Performance Outfitters, LLC. Essentially, the learning paradigm is good, but a performance paradigm is better. But in a performance paradigm, training will be different.

The CEO will be the next CLO

Learning and Working on the Web

well-rounded CEO can more easily become the CLO than vice versa. However, more time and effort is put into collective training that emphasizes social and informal learning. From Training to Performance to Social. Using the 70:20:10 framework as a guide, the new learning CEO will likely focus on the first 90% and leave the 10% formal training for the ex-CLO. doubt it.

CLO 25

CLO Thinking (& Measurement)

Clark Quinn

I attended the CLO Symposium with my ITA colleagues Jay Cross and Jane Hart.  It was an interesting event, with a theme of “ Game-Changing Learning: Development for the New Normal “, held at a classy venue on the beach, and was well-organized.  (You can see Jay’s writeup here.)  And the keynotes that I saw were in synch: Stephen Covey talked about the need for trust and Jon Katzenbach on how to build culture were both excellent, as was Dan Pontefract’s story on making collaboration intrinsic to Telus.  At a lower level, however, the conference felt mired in the past.

CLO 30

Managing Career Paths: The Role of CLO

CLO Magazine

Many organizations have tasked such groups to make strategic investments that put the best people in suitable roles at the right time to drive performance. On the talent demand side of the equation, businesses competing in today’s globalized, information-driven environment must alter their strategies and workforce plans too often to rely on static, linear career paths. Why is this?

3
3

CLO Investments Focus on Relevance and Technology

CLO Magazine

Conversely, performance consulting seems to be declining in importance. Assessment and evaluation technologies continue to grow in importance as organizations seek to better evaluate training and to promote high performance. Enterprises are also increasing spending on performance support technologies. This year, more than half of CLOs also report higher budgets than last year.

CLO 14

A Taste for Growth: CLO of the Year Rob Lauber

CLO Magazine

To solve Yum Brands’ challenges, CLO Rob Lauber has created a learning strategy that helps the business and employees grow, making him this year’s CLO of the Year. After graduating in 1985 from the University of Scranton in Pennsylvania with a degree in communications and marketing, he began working at Dun & Bradstreet Information Services as a business analyst. Rob Lauber never intended to be a learning leader. The training industry wasn’t where he intended to go, but he realized it was where he wanted to be, and he hasn’t turned back. ” he said.

CLO 12

Information Overload and New Initiatives

There Is No Chalk

A recent article over at CLO online talks about the problem of information overload in the workplace. The article talks about the impact of this problem on the quality of work, the morale of employees, and the amount of time information overload causes when people have to keep re-orienting to tasks they get pulled away from, or get prioritized into.While the thrust of the article is about how to. workplace learning and performance wlp design information behavior informal learning

Remembering Jay Cross and His Work

Experiencing eLearning

He was the guru of informal learning who pushed us to think outside of the traditional model of formal courses and training. Formal and Informal Learning. Informal learning is like riding a bike: the rider chooses the destination, the speed, and the route.” ” ― Informal Learning: Rediscovering the Natural Pathways That Inspire Innovation and Performance.

CLO 77

Building a Performance Ecosystem

CLO Magazine

By combining the power of the human brain with technology in a way that facilitates work, collaboration and communication, leaders can turn learning into multifaceted performance support. Former Thomson Reuters CLO Charles Jennings highlights the 70:20:10 framework for thinking about organizational learning: 10 percent of what we need to know to do our jobs comes from courses, 20 percent from mentoring or coaching, and 70 percent is learned on the job through independent initiative. The performance ecosystem is a suite of resources aligned for the individual.

Are You Sharing Global Information?

CLO Magazine

Organizational silos often inhibit employees from easily accessing global intelligence, and the larger the organization, the more likely it is that critical information is not being shared. For instance, someone working in the office of regulatory affairs in Japan may be a local subject matter expert, but a colleague in another office who needs such information doesn’t know that expertise exists. The CLO has to manage all of the global knowledge coming in and make it available to those who need the information to succeed. Where Is the Info?

Informal Learning: Any Way You Want It, Any Time You Need It

CLO Magazine

Informal learning has answers to some of the most pressing educational challenges organizations face. In his 1977 book Social Learning Theory , he wrote: “Learning would be exceedingly laborious, not to mention hazardous, if people had to rely solely on the effects of their own actions to inform them what to do. Fortunately, most human behavior is learned observationally through modeling: from observing others, one forms an idea of how new behaviors are performed, and on later occasions this coded information serves as a guide for action.”

CLO 29

A Case For Informal Learning

CLO Magazine

Informal learning has answers to some of the most pressing educational challenges organizations face. In his 1977 book Social Learning Theory , he wrote: “Learning would be exceedingly laborious, not to mention hazardous, if people had to rely solely on the effects of their own actions to inform them what to do. Fortunately, most human behavior is learned observationally through modeling: from observing others, one forms an idea of how new behaviors are performed, and on later occasions this coded information serves as a guide for action.”

CLO 11

Employees Demand Training Over Other Learning Opportunities

CLO Magazine

How could this information prove useful to an employer? Performance Management development learning trainingTags: development , learning , training The post Employees Demand Training Over Other Learning Opportunities appeared first on Chief Learning Officer - CLO Media. The solution begins with ensuring employee job satisfaction. But how can employers create job satisfaction?

On the brink with mobile– what learning executives say

Allison Rossett

Performance support and mobile devices only rarely appeared in the organizational playbook they described. As we look at more recent data, we find an uptick for performance support, in general, but not yet for mobile delivery. Comcast CLO Martha Soehren put it this way. Wolff describes mobile as “another tool in the toolbox,” enabling them to deliver formal and informal learning to PWC people. ” Their view of what mobile can deliver includes both  learning and performance support. Ode to mobile performance support–  [link].

Silence is Good for Your Brain

CLO Magazine

Our brains don’t shut down or slow down when we stop receiving auditory information. “In the absence of sound, the brain produces internal representations of sound,” neurology of sound expert Robert Zatorre told Gross. That’s not the case with a lot of noise, shown to impair kids’ ability to learn and adults’ ability to perform at work. regret not giving myself this joy sooner.

Brain 40

Improve Leader-Employee Communication, Improve Business

CLO Magazine

This high-intensity work culture has increasingly become a way of life in business, whether it’s a startup company infused with investor cash to grow, perform and yield results fast, or a publicly traded company that has to perform as well as respond to disruption and fast-changing market needs. Performance Management communication goals outcomes productivity strategy

Hey Managers: It’s OK Not To Be Liked

CLO Magazine

We see a whole range of direct benefits if we get the manager-employee relationship right: acceptance of change; acceptance of performance feedback; increased performance; increased satisfaction; greater innovation; and higher productivity. How do I have a performance conversation with someone I view as a friend? The main reason people leave a company is because of their boss.

Instructional Design: Something Old, Something New

Allison Rossett

harkened back to these findings after reading Xyleme CLO Jeffrey Katzman’s provocative  blog posting about new instructional design. He encourages instructional designers to relinquish control and cease reliance on “a process of extracting and interpreting information from the SME… ”  Katzman continues, “The expertise is out in the field …   In some cases the learner is the teacher, and teacher a learner.” If doubts and fears cause lame entries, training alone won’t improve performance. Many call it informal. Realistic?

Instructional Design: Something Old, Something New

Allison Rossett

harkened back to these findings after reading Xyleme CLO Jeffrey Katzman’s provocative  blog posting about new instructional design. He encourages instructional designers to relinquish control and cease reliance on “a process of extracting and interpreting information from the SME… ”  Katzman continues, “The expertise is out in the field …   In some cases the learner is the teacher, and teacher a learner.” If doubts and fears cause lame entries, training alone won’t improve performance. Many call it informal. Realistic?

Learning & Skills Survey: 87% More eLearning & Mobile Learning; 73% Less 2-3 Day Classroom Training

Upside Learning

The Centre for Performance Development has released the results of their Learning & Skills 2011 survey – which was held both at the event and online. Informal Learning. This CLO survey says Classroom Training is Still King and the proportion of use is growing; yet most respondents in US are also looking to do more technology assisted learning. Scientific isn’t it! SUBJECT.

MOOCs in Workplace Learning – Part 4: Role in Corporate Universities

Learnnovators

In the same survey HR and talent executives graded themselves a C-minus for overall performance, citing a large capability shortfall, with 77% of respondents ranking the need to re-skill HR function among the top quartile of their priorities. None of this information is new. Here’s an article on the 12 Success Factors of a CU published in the CLO magazine 10 years back but still relevant. The world has gotten complicated. We live in an age of dramatic oxymoron – unemployment is high yet there is a talent shortage. “ (Ref:  [link] ). ” (Ref: [link] ).

No Informal Learning and Blended Learning Mix - CLO Panel Surprises

Tony Karrer

First, none of the panelists seemed to focused on finding ways to support informal learning in the organization. Marc pressed him a bit and it seemed that the CLO defined himself in terms of training solutions so these tools really weren't important for him to use to help learners/performers. And it wasn't only the CLO from EMC. At the eLearningGuild event, I attended a panel of CLOs from fairly large organizations (including EMC). Most of what they said was pretty much what you'd expect, however, what really surprised me were two things.

Boost your L&D visibility & credibility – The Annual Learning Report

Learning Wire

Corporate L&D has evolved over the past 60 years with one recurring question: how to capture and demonstrate the added value and performance of L&D. 1996) state, the model only focuses on face-to-face training, neglecting other L&D activities as for example informal learning. The Learning Performance Model (LPM) – an alternative measuring contemporary L&D.

New Research: Best-in-class corporate learning approaches that drive business results

Axonify

I attended the CLO Symposium this week, which shone a spotlight on the struggle L&D leaders face to keep up with modern workplace demands. Today’s learning leaders want to build strategies that go beyond simply delivering training and, instead, focus on creating high-performing organizations. We’re delighted to share this information with you.

Big Data at Google

Jay Cross

Even earning a college degree rarely seemed to make a difference in job performance, so Google no longer requires a degree to get hired. . They memorize and parrot back explicit information. It’s the ability to pull together disparate bits of information.”. This article appears in the June issue of CLO Magazine. Informal Learning ITAshare To see Big Data at work, look to Google, where number-crunching on a massive scale has changed hiring and management practices. Measurements and analytics rule at Google. The blades start moving in 60 seconds. What do you do?

Benchmark Your Training With Our Learning Solution Scorecard

Bottom-Line Performance

All training is designed to help target learners improve their performance, but that’s not where the story ends. When learning solutions are successful, job performance improves, satisfaction increases, the business meets its goals, and L&D professionals receive more budget (!) to make an even greater impact. We all have a lot to gain when training meets its intended goal.

Continuous Learning is strategic to business

Origin Learning

With information overload, learners need to sieve relevant content. It is not surprising therefore, that the mode of learning will see a skewed preference to tablets and smart phones especially with learners remaining keen on exploring all avenues to leverage latest technologies and improve their efficiency and performance at work. References. link].

Where Should the Learning Department Go?

CLO Magazine

As apparent as the synergy is between learning, talent management and human resources, Dinwiddie said she can understand any CLO’s interest in having a direct line to the CEO. He said he thinks it is important that learning leaders now and in the future see themselves almost first and foremost as performance consultants who happen to have a deep expertise in learning or talent development.

CLO 48

How to Develop a Lean Managerial Mindset

CLO Magazine

The salesperson scribbles down their information on a scrap piece of paper then returns to the office expecting to have the exchange seamlessly processed. The problem is the people responsible for processing the information can’t decipher the salesperson’s notes, or they don’t have all the information needed to place the order. Most companies would benefit from lean thinking.

6
6

We Need to Rethink the Classroom

CLO Magazine

When I asked him to qualify his statement, he said I’m the guy who always bashes the classroom in my presentations when trying to explain the power of informal learning and/or performance support. Let’s redesign learning from the performer and the workflow back. One about enablement and enhancing the journey toward performance, a journey without a beginning and an ending.

Social Learning Cannot Be A Bolt-On Strategy

Learnnovators

It requires CEO / CLO intervention and strategic thinking to create an environment where the behaviours that construe social learning can thrive. Sahana’s work cuts across performance consulting, workplace learning strategies from formal to informal and social learning, knowledge management methodologies and adult learning principles. ” ([link]. ” ([link].

Analytics Are a Decision Maker’s Best Friend

CLO Magazine

Organizations that apply data-driven decision making out-perform their competitors — period. New sources of information are being discovered with both structured and unstructured data. Historically this information was primarily structured data. Tags: analytics The post Analytics Are a Decision Maker’s Best Friend appeared first on Chief Learning Officer - CLO Media.

What's a CLO to do?

The Learning Circuits

Recently I've had the circumstances to discuss the role of a CLO in a couple different environment. With the new input I've discussed and pondered, I've come to a high level definition of what a CLO's responsibilities are. The Role of a Chief Learning Officer A CLO's responsibility is to create an environment in which all involved are meeting the company expectations for performance and are exceeding their personal value proposition. How does a CLO meet this responsibility? Would love feedback from anyone who cares to chime in by commenting on this post.

The Best of Times, The Worst of Times: opportunities and challenges for the L&D profession

Performance Learning Productivity

The findings make salutary reading for any CLO, learning leader or L&D professional. Why continue running low value and expensive task-focused on-boarding training for our screen-based workers when we can cut the cost and time by implementing an effective performance support solution that will save money in even the first year? There is a choice. n(d)s?t/

The Inevitable Fusion of Learning and Talent

CLO Magazine

Talent management teams possess a wealth of insights about workforce needs, while inordinate numbers of learning and development departments operate independent of this vital information. As the approaches within the indicators evolve to a more refined state, organizations advance and tend to realize greater employee and business performance. Conditions have changed remarkably.

Your Workplace Can’t Be Dull or Dirty

CLO Magazine

Grzywacz and a team of researchers examined cognitive function data for nearly 5,000 working adults ages 32-84, analyzing their workplaces and their ability to retain and apply information they learned. First, “greater occupational complexity” — people learning new skills and challenges — produced stronger cognitive performance. This was especially true for women as they aged.

A Quick Survey Can Produce Long-lasting Leadership Results

CLO Magazine

It is up to learning leaders to set expectations for leadership development programs, and to establish a system for evaluating leadership development efforts that may not produce hard data, but will generate enough information to determine whether programs are making a difference or not. Ask the developers what performance indicators/measures they will use to determine program effectiveness.