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Servant leadership and AI: Agility and empowerment for the CLO

CLO Magazine

By integrating these technologies, these machines can perceive, recognize, learn, react and solve problems as AI. Many of the risks presented by AI are understood to be the creation of social problems generated by biased data and algorithms that can sometimes cause harm. References 1.

CLO 92
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Meet the CLO Advisory Board: Erv Lessel

CLO Magazine

CLO: How did you first become interested in learning and development? CLO: What lessons did you learn in the past year in 2020 that you’ve taken with you into 2021? Organizations need to take advantage of crises and change effectively. CLO: How do you enjoy spending your time outside of work? and around the world.

CLO 84
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Beyond training: The CLO’s expanded role in talent management

CLO Magazine

No longer confined to managing training programs leading learning and development teams, today’s CLOs are integral to broader talent management strategies that drive organizational success. Let’s delve into the expanded role of the CLO and how it intersects with talent management. This alignment is not a mere correlation.

Roles 97
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Want to boost the development of underrepresented talent? Strengthen CLO, CDO partnerships

CLO Magazine

To bring about lasting change and improve DEI in talent development, it is crucial to reexamine the partnership between CLOs and CDOs in a way that will get the most leverage for both parties while solving real problems for employees. Strengthen CLO, CDO partnerships appeared first on Chief Learning Officer - CLO Media.

CLO 95
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How to Manage Problem Employees

CLO Magazine

We’ve yet to meet a leader who is confused by the term “problem employee.” But too often, problem employees remain in organizations, doing damage to both their work groups and their direct manager’s career. Understanding the Problem. In the end, we identified 11 distinct “problem” types.

Problem 75
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Understanding the ever-evolving skill-scape

CLO Magazine

Under the umbrella of The Learning Forum , CLO LIFT , a group of learning and development leaders, is actively addressing persistent challenges straining the industry. Learning alone isn’t going to do it,” says Heather Stefanski, member of the skills group and CLO for McKinsey & Company. “I You need to prove it.”

Skills 55
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The ‘Mastermind’ effect: Leveraging resources to support upskilling and reskilling for the future

CLO Magazine

This same environment forces positive, solution-oriented thinking for senior leaders in the group, giving them fresh ideas and new ways of addressing old problems. The post The ‘Mastermind’ effect: Leveraging resources to support upskilling and reskilling for the future appeared first on Chief Learning Officer - CLO Media.