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Meet the CLO Advisory Board: Christyl Murray

CLO Magazine

Chief Learning Officer recently sat down with Christyl Murray, VP Academy lead and vice president of firmwide talent development for JPMorgan Chase & Co. Chief Learning Officer: Where is your hometown? CLO: What was your first official job in learning and development?

CLO 84
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Becoming a Learning Culture: Competing in an Age of Disruption

The Performance Improvement Blog

All industries are undergoing enormous change, mostly due to new technologies, globalization, and a very diverse workforce. Any company, faced with these kinds of disruptive forces must keep learning. Most companies have a training culture, not a learning culture. Learning is just-in-time, on-demand.

Culture 178
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Using online communities to extend the learning experience

CLO Magazine

That’s why as learning professionals, we’ve become experts at meeting our learners where they are — virtually, on-demand, hybrid — and responding to the resurgence of face-to-face teaching. The variety of modern learning tools ensures that learning and development is both timely and impactful within the moment.

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Want a more inclusive culture? Consider the power of peer leadership

CLO Magazine

Peer leaders are an underutilized asset in helping organizations achieve performance objectives as well as learning and development goals. In addition to surfacing many issues at the individual employee level, the program has helped advance professional development and cultural awareness for the entire organization.

Culture 98
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Essential skills today’s leaders need to navigate ambiguity and activate talent

CLO Magazine

This elevates the sense of trust and ownership, strengthening relationships between leaders and employees, as well as generating diversity of thought which can drive innovation across the whole organization. One participant came forward and said he wished he’d learned coaching skills when he first became a manager—38 years ago!

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Mentoring Matters, Especially for Women and Minorities

CLO Magazine

found that organizations in the top quartile for ethnic and cultural diversity on their executive teams were 33 percent more likely to experience above-average profitability than companies in the bottom quartile. For organizations in the top quartile for gender diversity, there was a 21 percent likelihood of outperformance.

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Inclusion is practice

CLO Magazine

When it comes to advancing organizational diversity and inclusion, too often leaders rely on the latest off-the-shelf training program or policy, but these initiatives do little to change employee behavior. Making inclusion a practice starts with creating a learning culture. Inclusion is practice.