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Meet the CLO Advisory Board: David Vance

CLO Magazine

In 2006, he was awarded CLO of the Year. CLO: What was your official first job in learning and development? CLO: What lessons did you learn in 2020 that you plan on taking with you into 2021? I hope they’ve also emphasized any knowledge-sharing communities of practice that exist out there. I came in sideways.

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The ‘Mastermind’ effect: Leveraging resources to support upskilling and reskilling for the future

CLO Magazine

The groups become, in essence, communities of practice where participants build strong relationships across the organization so employees see reasons to stay and curate their futures rather than job hop due to lack of a rooted connection. Creating a peer group program does take a bit of planning, budgeting, and buy-in.

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A Vital View on Learning

CLO Magazine

While moving up the ranks at McCain, she attended the CLO executive doctoral program at the University of Pennsylvania, where she first met Steier in 2007. “We McNevin joined the program to advance her career as a global CLO while Steier wanted to understand how to create a learning organization. The two of them immediately bonded.

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What’s in Your Toolbox?

CLO Magazine

During the coming year, CLOs expect classroom-based ILT to continue to represent a declining portion of the delivery portfolio, primarily because of cost. While representing a modest share of the overall delivery portfolio, CLOs seem to want to see that share increase. Also gaining in interest is the use of simulations.

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How to Build a Learning and Innovation Performance Lab

CLO Magazine

Some experiments will have to go into an annual plan and budget. And, if new tech isn’t part of the annual budget, ingenuity with existing in-hou]se tech may be required. Before long, they realize they will get more out of the discussion by participating and contributing their own So it is with any discipline and community of practice.

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Learning You Can Take to the Bank

CLO Magazine

Although learning is proven to contribute to business success, slashed budgets have put many organizations’ learning efforts on the chopping block, opening the door for blending learning. Budget is often the reason training gets put on the back burner. That number plummeted to 39 percent for those whose PMOs are not active in either.

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Study: L&D Spending on the Rise

CLO Magazine

In addition, high-impact organizations are becoming effective at creating employee networks, connecting novices to experts through expertise directories, and sharing knowledge through communities of practice. This trend is one sign of the changing role of the learning function, which no longer is "the place" for learning.

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