So believes Bradley Staats, associate professor of operations at the University of North Carolina’s Kenan-Flagler Business School, and he has the research to back it up. CLO : What is the learning economy? How do learning leaders fit into it? When we look at today’s world the challenge is that what we know right now is not going to get us where we need to go. Talking about the failure point, how do we make sure that we’re de-stigmatizing failure? MORE

How well do you get along with this group? Think about it at the next CLO Symposium. A landmark study by ASTD and IBM interviewed CLOs and CxOs at 26 leading companies across 11 industries (see The C-level and the Value of Learning , T+D magazine, October 2005). C-level officers want their CLO to build the foundation for transforming the company not just to get people up to speed on today’s needs. It has to build the platform to enable us to change the business.”. MORE

If you’re still good at doing research and conducting interviews, he said, perhaps those skills and that time previously spent writing could be leveraged by being taught a new skill. By the end, that individual is doing a different job. Everything we do is additive. MORE

There’s a creeping sense of unease in the CLO role, with the future both uncertain and full of opportunity. Fortunately, Sarah Kimmel, vice president of research for Chief Learning Officer magazine , has some data to light the way. Show Notes: CLO Role of the Future Executive Summary. MORE

Sahana Chattopadhyay Senior Consultant at Zensar Technologies What does a Learning Consultant do? What are some of the primary and secondary functions that a business expects from a learning consultant? I am interested in finding out if there are any defined set of tasks that a learning consultant would do to enable organizational learning. But there would still be some baseline tasks that a consultant would do in this respect. MORE

Simply put, the incentives to do so no longer exist. How do you do that? Just like everyone else, they need to understand the purpose and mission of your company in order to do their best work. As always, I’m Mike Prokopeak, editor in chief at Chief Learning Officer magazine. Justin Lombardo: Hey Mike, how you doing? Mike: Let me just do a quick introduction before we dive in. Zoe: I do. Zoe: Oh, my gosh, do we? MORE

That very question was asked in a recent survey by Chief Learning Officer magazine of executives who are members of its Business Intelligence Board. They agreed that the future CLO should have experience in: strategic management, general management, knowledge management, leadership skills, and learning methods and concepts. This focus on closing gaps is again rooted in the ability of the future CLO to think strategically. MORE

As workforces continue to grow more diverse, human resources and learning and development teams have embraced language training programs, such as Business English and ESL, for multicultural employees. A November 2019 article in ATD’s TD Magazine , “Future-Ready or Not?” MORE

Dreams do come true, kids. We know that with great power comes great responsibility. Games deliver lots of actionable data to measure effectiveness, both individually and through group learning, showing gaps and areas to optimize for a continuous cycle of improvement. This session will explore the business value behind learning ecosystems. About key business drivers for a learning ecosystem. About the business impact of use cases in multiple domains. MORE

You can’t improve the workplace if you don’t know the work,” said CEO Joe Steier, who came up with the idea for CNA training but relied on McNevin to make it happen. McNevin attended the University of Wisconsin at Stevens Point in the 1980s and later received her master’s in business from the University of Wisconsin at Madison in 2000. McNevin joined the program to advance her career as a global CLO while Steier wanted to understand how to create a learning organization. MORE

He knows that firsthand. The bottom line: sometimes you need to go from getting stuff done to doing big things. As always, I’m Mike Prokopeak, editor in chief of Chief Learning Officer magazine, your host of the podcast, and I am joined by my co-host, Justin Lombardo. Justin Lombardo: Hey Mike, how you doing? So from a career point of view do we need to take more risks as chief learning officers? Justin: You’ve got a squad, you know? You know? MORE

Speak the Language of Business. Jay Cross explains why it is vital for learning and Development to speak so that others in the business particularly executives – will understand. That question is this: what would Andrew do? Your objective will often be to do convince Andrew what you say/do is worthy of investment. When in doubt about ROI, just ask yourself “What would Andrew Carnegie do?&#. It might be a committee of business people. MORE

But learning how to do so effectively is one of the most critical skills a CLO can learn. In this episode of the Chief Learning Officer Podcast, Greg talks about the perspective his background as an organizational development professional brings to the work of employee development and what learning executives can do to set aside the busy work and do more of what’s meaningful. Justin Lombardo: Hey Mike, how you doing? Mike: I’m doing well. MORE

The first corporate universities were created more than 60 years ago as a place for employees to learn in conjunction with the company’s vision and business goals. They became more widespread and prominent in the ’80s and ’90s and quickly became the “places to go” to learn in the business world. Daniel Gandarilla, vice president and CLO at Texas Health Resources University, said the corporate university is not dead — it’s being redefined. MORE

What skills do entry-level professionals need to be successful? How do certifications and other development opportunities help nurture and reveal these skills? As I became more immersed in the position, I realized there was a gap between what I knew and what I needed to know to do my job. But the CMA continuously helps me do my job in terms of managing staff, acting ethically and assessing business risks. MORE

Only 25% of high-performance organizations (and 10% of low performing organizations) are prepared for the capability gap arising from advance work automation. CLO Magazine found that 71% of organizations are planning to find a way to find the impact and according to another study what’s most important to organizations when it comes to the L&D program is the impact, ROI then awards. Session – The Business Case for Learning. MORE