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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. Employees must learn how to use new computers and new apps, how to operate new, high tech machinery, how to be responsive to customer demands, how to create innovative products and services, how to manage a multi-cultural, multi-generational workforce, how to work effectively in cross-functional teams, and how to plan for a future that is constantly in flux.

4 Ways to Become the Mentor Your Company Needs

CLO Magazine

Mentors are an important aspect for companies to create and encourage a positive and rewarding work culture. But oftentimes, finding a mentor at work can be an overwhelming and challenging task. Actively trying to be a role model can help you find what you’re looking for in a mentor. So, the evidence supporting the need for change is there, but how do you become the mentor or role model for positive change?

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CLO Podcast: Visa’s Karie Willyerd on Learning Strategy

CLO Magazine

She took on the brand new role of global CLO at Visa in 2018. It’s no secret that talent is at the center of the modern business agenda and it’s our hope that you’ll hear tips and ideas from this podcast that will help you succeed in business, whether you’re a long-time CLO with decades of experience, whether you aspire to the role in the future or maybe you’re just passionate about the future of learning in today’s organizations.

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Managing Career Paths: The Role of CLO

CLO Magazine

Despite the threat of an economic slowdown, the demand for people with exceptional abilities and transferable skills will exceed the supply for years to come, particularly in today’s dynamic and increasingly global business environment. The globalization driving many organizations’ top-line growth means promotions and lateral assignments overseas for high-potential people. What’s a CLO to Do? Leadership Development career paths CLO competencies economy from the vault

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Kraft Heinz CLO Pamay Bassey is reimagining corporate learning with laughter and passion

CLO Magazine

Ekpedeme “Pamay” Bassey, CLO of The Kraft Heinz Co., More recently, she was the global head of learning for investment management corporation BlackRock in New York. Now, after coming on board as CLO for Kraft Heinz in Chicago last December, Bassey is reimagining the company’s approach to corporate learning. One of Bassey’s areas of focus as the company’s CLO is developing the framework for new academies in Ownerversity.

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Becoming a learning enterprise is a culture-change journey

CLO Magazine

Many forces, including technology and digitization, global competition, communication, social media innovations and expectations of new workforce members, are causing incremental changes. Becoming a learning enterprise is a culture-change journey.

Beyond the status quo: how enlightened CLOs can enable true employee readiness

CLO Magazine

CLOs face intense pressure to build learning cultures in which geographically dispersed teams can engage with relevant content “on-demand” to reskill. As Julie Dervin, Cargill’s global head of corporate learning and development, told Harvard Business Review , “We really only had the capacity to reach about 10 percent to 15 percent of the total relevant population in a given year when delivering a particular learning program. 5 Capabilities of an Enlightened CLO.

A learner and a teacher at heart

CLO Magazine

I am a learner and a teacher at heart, but I wanted to do it differently from my parents,” explained Sullivan, who now serves as the chief talent officer for PerkinElmer, a global, $2.8 Butters knew she’d found her CLO. Profiles & Case Studies CLO profile learning Lifelong learnin

Women and Diversity in the Workplace: Do Your Inclusivity Initiatives Measure Up?

CLO Magazine

“We don’t just have one identity — our identities are made up of many things, both physically and culturally, and the intersections matter.” — Elise Birkhofer, global lead for Google’s largest employee resource group. So how can organizations focus diversity and inclusion efforts to address cultural groups’ unique needs and build fluid, cross-cultural communities that promote collaboration and avoid pigeonholing? Provide specialized coaching/mentoring.

There and Back Again: A Journey of Learning

CLO Magazine

She grew up during China’s Cultural Revolution and Mao Zedong’s Communist movement. “My If you think about the Chinese culture with such a deep, deep reverence for learning and for self-cultivation, having access to learning so limited it probably shaped this hunger in me all my life,” said Tsai, vice president of human resources-enterprise learning at the St. Paul, Minnesota-based Ecolab, a global water, hygiene and energy technologies and services company.

Thinking Beyond a Seat at the Table

CLO Magazine

It’s time to take the CLO role to a higher level, not just on the organization chart, but in terms of influence and organizational accomplishment. Chief Learning Officer ’s “2015 CLO Measurement and Metrics Survey” indicated that 36 percent of CLOs are using business impact to show the value of learning to the broader enterprise. Also, the CLO is responsible for talent development. Talent is important, and its importance is increasing in the global business environment.

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#MeToo in Mentorship

CLO Magazine

And nearly half feel uncomfortable participating in common work activities with women, including mentoring them. Stephanie Neal is a research scientist at global leadership company DDI. In fact, our study showed that one in three senior leaders have never formally mentored anyone.

At the edge

Clark Quinn

Instead of courses, the solution connected those with demonstrable skills to mentor those who could benefit. I had Charles Jennings recount his actions while serving as CLO in a global organization. Another response to my request for topics asked about moving from the classroom to the ‘fringe’ Here, I have a very simple response: the case studies in Revolutionize Learning & Development.

The Reskilling Revolution versus the ‘clay layer’

CLO Magazine

News reports and blogs are filled with references to the need for reskilling and upskilling large swaths of the global population over the next 5-10 years. Sales, marketing and content, as well as people and culture, are on the list of the top growth areas for the jobs of the future.

Listen: Parexel’s Greg Friedman shares how learning benefits from an organizational development spin

CLO Magazine

But learning how to do so effectively is one of the most critical skills a CLO can learn. Greg also shares why culture change work is risky for CLOs and how and why he’s rethinking performance management at Parexel to focus less on ratings and more on meaningful conversation. Mike: How much experience did you have with OD when you were doing CLO gigs? So for example, if you’re trying to shift the culture, OD can say what we’re going to do is restructure this way.

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Combatting impostor syndrome through learning and development

CLO Magazine

In the past, typical topics were things like managing change, how to lead inclusively or global strategies. Coaching and mentoring can also provide a safe environment for an individual to have a conversation about their impostor syndrome, he added.

Grow multicultural leaders with coaching, not just business English

CLO Magazine

By strengthening communications skills and building a “same language” framework for the workforce, these initiatives not only foster individual development, they enhance collaboration and productivity and contribute to cultural cohesion. But even organizations practicing diversity-based recruiting don’t always succeed in creating an inclusive, welcoming culture that encourages retention.

Empower Talent to Become Leaders Who Drive Change

CLO Magazine

Establishing a culture that invites all employees to be a part of leading the change is key for this kind of success. An organizational culture that espouses and enacts behaviors that reinforce an openness to change leads the way for change. The only constant today is change.

Lessons for learning leaders from COVID-19

CLO Magazine

PSJH CLO Darci Hall said that while COVID-19 hasn’t affected their thinking and strategy around learning, it has fostered innovation and speed to implementation. This calls for a complete recontextualization of learning,” says Thor Flosason, senior director of global learning & development at The Kellogg Co. Thor Flosason, senior director of global learning & development at The Kellogg Co.,

Keep Growing Your Organizational Learning Pyramid

CLO Magazine

According to Deloitte Global’s 2018 “Human Capital Trends” report, “Rather than an orderly, sequential progression from job to job, 21st century careers can be viewed as a series of developmental experiences, each offering the opportunity to acquire new skills, perspectives and judgment. The onboarding experience should provide opportunities for fresh trainees to imbibe the culture of the organization, preparing them to be productive from day one.

The kids are alright

CLO Magazine

It’s about organizational culture and career starters [who] are asking, ‘do I want to choose that?’”. And if organizations learn and understand more about difference, they build a new culture. The post The kids are alright appeared first on Chief Learning Officer - CLO Media.

Allergan VP of Talent Soni Basi thrives amid disruption

CLO Magazine

Throughout her career, the current vice president of global talent for Allergan has worked through multiple mergers and acquisitions, shepherding thousands of employees through massive cultural and structural change as their companies and teams were merged or dissolved. Soni Basi, Allergan’s VP of global talent, prepares her people to thrive in constantly changing workplace environments. Soni Basi is no stranger to disruption.

Allergan VP of Talent Soni Basi thrives amid disruption

CLO Magazine

Throughout her career, the current vice president of global talent for Allergan has worked through multiple mergers and acquisitions, shepherding thousands of employees through massive cultural and structural change as their companies and teams were merged or dissolved. Soni Basi, Allergan’s VP of global talent, prepares her people to thrive in constantly changing workplace environments. Soni Basi is no stranger to disruption.

The Strategy Award

CLO Magazine

The virtual design allows colleagues to participate in a global community across American Express. The academy blends live, virtual discussions with self-paced modules, allowing participants to connect with global peers to share perspectives and expand their network. In order to transform McGraw-Hill from a traditional textbook publisher to a digital learning technology enterprise, they needed to realign the organizational culture to a new business strategy.

Excellence in Academic Partnerships

CLO Magazine

A group of 4 internal volunteers became the mentors and champions of Partners in Leadership’s models and methodologies. Daikin Industries, based in Osaka, Japan, has experienced rapid global growth over the past several decades, especially in the U.S. This growth led to several key challenges: How could Daikin continue to grow while still retaining a strong, values-based culture with people at the center?

The Talent Management Award

CLO Magazine

The 10-point plan included developing Talent Acceleration Centers to deepen the overall talent pipeline, launching a training program for all senior leaders and upskilling managers with a new, global program. It also invested in a culture of continuous learning and provided regular training opportunities where employees got time away from their day jobs to focus on training and reskilling. This helped the organization create a culture of constant feedback for its workforce.

Diamonds in the Rough

CLO Magazine

The need for leaders at all levels in organizations continues to grow as the business ecosystem becomes more complex and competitive due in part to globalization, emerging technologies and an acceleration in the speed of disruption. So it’s not surprising that a 2014 Deloitte University Press survey of global organizations revealed that 86 percent of participating companies said having more effective leaders at all levels was their No.

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Accelerate Female Leadership Development

CLO Magazine

Tungli, the founder and managing partner for Developing Global Leaders Asia, and her team recently designed two new leadership programs specifically for women: an advance and thrive course for women in senior management and an acceleration course for women with five years of experience. It’s very important that organizations have a variety of initiatives because one is not going to change the culture. Then, mentoring and coaching; the cultural intelligence and global mindset.

The Business Partnership Award

CLO Magazine

But when playing on a global level, the stakes are higher. With more than 37,000 patents in the telecommunications industry and 40 percent of global mobile traffic running through its networks, Ericsson Inc. HBA does this by creating a network of businesses and individuals who participate in a variety of programs, including its chapter mentoring program, which some participants say has changed their professional career trajectory. People and Culture, Suffolk Construction.

Ladies, Move from Tactical Manager to Strategic Leader

CLO Magazine

In our experience coaching women and advising global corporations on diversity issues, we see a pattern we call, “the new double-bind.” After making the rounds through a number of support roles, she is hired into the communications function at global headquarters. What Annie finds, however, is that she is charged with unifying global branding policies but has no authority to get her colleagues in Spain, Hong Kong, Australia, and elsewhere to comply.

Instructional Design in the VUCA World

ID Reflections

The current trends of technology, globalization, shifting demographics and a connected globe clearly portend a dramatically changing world. If yes, have a robust online + offline on-boarding program which includes adding users to relevant communities, an online buddy/mentor, a clearly defined roadmap based on their current role. Add some scope for mentoring and reverse mentoring.

Expert Advice

CLO Magazine

When US LBM, a collection of building material distributors across North America, took shape in 2009, organizational leaders knew they wanted to create a culture where success was driven by the knowledge, effort and passion of their colleagues. Learning leaders at US LBM realized there was an opportunity for them to continue employees’ development through the use of mentoring and social learning software to support peer learning groups.

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. So in 2012, when Signature Healthcare needed a new CLO, McNevin was the first and only person Steier contacted.

Women in Ed-Tech: Technically Proficient

CLO Magazine

In the $76 billion global education and talent technology market, however, women aren’t as easy to find. The lack of female VCs definitely impacts the number of females funded and mentored.”. Education has historically been a female-dominated industry.

Learning During Times of Growth

CLO Magazine

The role of learning in supporting rapid organic growth can be seen in several initiatives being taken by Mike Barger, CLO of JetBlue Airways. In addition to the learning strategy, Pollard and other Regions executives also helped coordinate a successful change strategy addressing the cultural issues of the merger. The importance of both global reach and local capability has really become clear to me,” Ertl said. “We

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THE 70:20:10 MODEL – TODAY, TOMORROW & BEYOND

Learnnovators

From 2002 until the end of 2008, Charles was the Chief Learning Officer for Reuters and Thomson Reuters where he had responsibility for developing the global learning and performance strategy and leading the learning organisation for the firm’s 55,000 workforce. However the 21st century global world is far removed from the long-past world of the Pietists. One global technology company refers to their learning model as the ‘Three Es’. What would be the role of a future CLO?

The 70:20:10 Model – Today, Tomorrow & Beyond

Learnnovators

From 2002 until the end of 2008, Charles was the Chief Learning Officer for Reuters and Thomson Reuters where he had responsibility for developing the global learning and performance strategy and leading the learning organisation for the firm’s 55,000 workforce. However the 21st century global world is far removed from the long-past world of the Pietists. One global technology company refers to their learning model as the ‘Three Es’. What would be the role of a future CLO?