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LearnTrends: Reinventing Organizational Learning

Experiencing eLearning

These are my live blogged notes from Jay Cross & Clark Quinn’s LearnTrends session on Reinventing Organizational Learning. Article they wrote for CLO mag: “Become a Chief Meta-Learning Officer&#. If you don’t know the solution & need to network/collaborate to find it, that’s learning.

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Keep Growing Your Organizational Learning Pyramid

CLO Magazine

Peer learning opportunities and a buddy system to mentor and encourage trainees to learn, explore and make their way in the organization would help create a culture of learning, sharing and greater engagement. First-time and middle managers together form the most crucial slice of the organizational pyramid.

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From L&D to Harmonized Workforce Development

Infopro Learning

work, facilitate worker interactions, match people to key information and resources, and create opportunities for participants to contribute to the platform in ways that benefit not only workers but the enterprise as well. Networking and connecting organizational capabilities (e.g., They can also draw people into their.

Develop 221
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Training Culture vs. Learning Culture

The Performance Improvement Blog

As the chart shows, in a training culture, responsibility for employee learning resides with instructors and training managers. In that kind of culture the assumption is that trainers (under the direction of a CLO) drive learning. The CLO, or HR, or a training department controls the resources for learning.

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Do You Know How to Create an Actionable Learning Strategy?

CLO Magazine

Part of the learning leader’s job is to develop organizational learning strategies. For one thing, organizations aren’t reviewing their learning and development strategies very often. It’s higher where all learning activities are separate from the HR function with different reporting lines to the C-suite.

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Manager's Role in Learning and Performance Improvement

The Performance Improvement Blog

learning): Developing people is a strategic process that adds value to both the employees and the bottom line of the organization. Highly committed, highly competent people create financial rewards for the organization; organizations that develop their people and provide opportunities for growth are sought-after by high-impact performers.

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3 reasons external benchmarking is bad for corporate learning

CLO Magazine

It was an adaptation of a surveyor’s point of reference — an angle iron stuck in the ground as a support to create a common reference point for a leveling staff. Increasingly, we have observed management consultancies using benchmarking frameworks that are counterproductive to good, strategic learning in organizations.