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From higher ed to PepsiCo CLO

CLO Magazine

After a brief stint as a copy editor, Nagler completed a two-year Master’s program in public policy analysis at the University of California, Berkeley. The program was focused on analytics and quantitative methods, which complimented Nagler’s passion for higher education.

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Accidental CLO, Intentional Learning

CLO Magazine

A self-proclaimed “accidental CLO,” Jesse Jackson has served in numerous roles at the multinational banking and financial services firm JPMorgan Chase & Co. Navy, he joined the bank’s management development program more than 25 years ago, starting as a teller and a banker. ” About four years ago, Jackson moved into his current role as CLO of consumer and community banking. Photo by David Lubarsky.

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Brenda Sugrue Is the 2018 CLO of the Year

CLO Magazine

In her first few months as EY’s CLO, Sugrue presented her vision for learning at the company: to increase the alignment, effectiveness and brand of learning at EY. Sugrue’s team also added two open-ended questions to the survey and began using machine learning to identify what people like most and what they would change. Sugrue created a four-pronged measurement strategy: reporting, program evaluation, analytics and special studies. That is the role of the CLO,” she said. “To

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Podcast 28: How Tasty Is Your Product Training? – With Mike Martin, CLO of SAP Litmos

Talented Learning

What led you to this current role as CLO at SAP Litmos? From the first day I was hooked, so I gained a lot of experience in outdoor team-building and education. It’s unusual for an LMS company to have a CLO, but Litmos does. Interesting… So with a CLO behind the Dojo, there’s one person who’s responsible for training our staff in a way that’s really consistent with the training our customers get.

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Takeaways from Learning 2017

Association eLearning

Trying to require or assign one-size-fits all programs probably won’t go over well in the long run. You’ll get lots of different viewpoints to pull from and it helps increase the sense that everyone is working together as an organization, not just as a project team or a department. No Metrics, No Proof. Having metrics to back up your work can help you get stakeholder buy-in for future projects. Return on investment (ROI) is one of the most commonly used metrics.

CLO Competencies: The Path for Future Learning Leaders

CLO Magazine

They agreed that the future CLO should have experience in: strategic management, general management, knowledge management, leadership skills, and learning methods and concepts. While implementing these general management projects, were these future learning executives able to anticipate issues, determine the right data and associated metrics, predict outcomes, and recognize key trends and patterns? Focusing on defined data and metrics. Determining the right data/metrics.

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4 Questions to Ask When Building a Learning Strategy

CLO Magazine

Building a learning strategy is a key CLO mandate. To begin the process, CLOs and their teams can begin a dialogue with the CEO and his or her team to discuss the following four questions: How can we map learning to the CEO’s agenda? Ensure that learning programs map to the business wins defined in the CEO’s agenda for the next 3-5 years. Articulate learning and development success metrics for these wins.

Hiring a Chief Learning Officer?

Your Training Edge

I have found myself in discussions with a number of companies that are seeking a Chief Learning Officer (CLO), or the equivalent. What has surprised me is the hesitancy of the companies in taking the ‘step’ to a true training program, and hiring the CLO who would be responsible for it. It has been my response to point out the four main attributes to a high-end training program. Far to many management teams treat this function as an HR program.

Listen: Discover Financial Services’ Jon Kaplan on tuition assistance programs and the importance of building trust among your learning team

CLO Magazine

His team didn’t agree with his assessment. “I I was there for about three or four years and I had managed to take a team that should have been high performing and I just drove them into the ground,” Jon said. “It We also touch on his efforts at Discover to rethink and expand tuition assistance programs from a benefit to an asset. Jon really wanted to rethink that when he was at Discover and put in place a pretty impressive program to do that. So big team.

Team Learning Up With Talent

CLO Magazine

Or this partnership will help engage high performers through career development programs and ensure they stick around to become the next generation of leaders. Millennial recruits really want to believe they will be a valuable part of the team and will have a chance to grow in the organization,” Jackson said. “A A strong learning program is an important part of that story.”.

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Technology choices need to be strategic

CLO Magazine

Chief Learning Officer is uniquely situated to see all the new and interesting things organizations are doing with technology in their learning and development functions each year, thanks in large part to our LearningElite and Learning In Practice awards programs. In 2018, the company launched its Experience Disruptors and Trends Series, technology-enabled simulations that challenge teams of participants to perform in the role of their clients and navigate a shifting business landscape.

To Deliver Results Start with Why?

CLO Magazine

Too many learning and development programs are implemented without a clear business need. Too many programs are implemented for the wrong reasons. They may be requested by an executive team that thinks learning is the solution, or the request may be based on a trend or a new, best-selling book. Connect the proposed learning program to a business need, and ensure it’s the right solution to drive that need. The heart of any program is content.

The 101 on a Chief Learning Officer

Continu

You hire an individual who oversees this process, a Chief Learning Officer (CLO). A Chief Learning Officer is a senior level executive who oversees a company’s learning program and strategy by supporting its overall business goals. One of the CLO’s main goals is to develop key skills of the employees, but also to advance the company as a whole. Next the CLO needs to create a learning strategy based on what the company’s goals are. How much does a CLO earn?

David DeFilippo: Building a High-Performance Team

CLO Magazine

BNY Mellon’s new CLO is building a university from scratch to help the global financial services firm succeed through organic growth. Formerly CLO for BNY’s asset management business, DeFilippo was promoted to chief learning officer for the entire organization in June after the executive committee decided to consolidate learning and development activities — and all learning professionals — into a central university structure. I am the coach of the team.

How CLOs are meeting the expectations of modern learners with VR training

STRIVR

Yet, CLOs are hamstrung by old technology and outdated training programs – even if they’re only a few years old. Download L&D ebook: How to provide engaging learning programs in VR. This leads to better overall engagement at work, a key metric in organizational success. On the other hand, Verizon’s L&D team identified employee safety as most important. L&D CLO training immersive learning learner expectations training model vr learning vr training

Moving on Up(ward)

CLO Magazine

Kevin Scherer, senior manager, Tyson Foods’ employee social responsibility team. In 2015, Tyson conducted an employee satisfaction survey of frontline plant workers at Springdale and discovered that many of them were interested in English language learning programs. In response, the employee social responsibility team rolled out a small pilot program offering English as a second language training at the plant. “We

Deloitte’s Learning Function Aims to be So Visible, It’s Invisible

CLO Magazine

While many learning functions have to prove their alignment and benefit to business strategy, Deloitte’s talent development team purposefully built alignment into the structure of the company and its learning initiatives. To determine those needs, each CLO regularly consults with their respective chief talent officer to learn the business goals around client services, market growth, operational performance and talent.

Janssen: Relentless Measurement Powered by Passion

CLO Magazine

Considering the industry is also highly regulated, Janssen’s program has had to remain both robust and active to meet standards that are higher than most. Lynch said that from sales reps to C-suite, Janssen’s core focus is doing the best it can for patients, and the learning program’s goal has been to enable that. ” To remedy that, making learning “stick” has become integral to the program at Janssen.

A learner and a teacher at heart

CLO Magazine

She was immediately accepted into Vanderbilt’s master’s program in organizational development and leadership, and the rest is history. “I It’s no small job for Sullivan and her team of 10, who are dispersed across the Americas, Asia, Europe and India. Her vision and communication skills, which contribute to her success in managing such a global team, were likely honed during her past experience as an L&D consultant, Luck said. Butters knew she’d found her CLO.

Boost your L&D visibility & credibility – The Annual Learning Report

Learning Wire

This model (Kirkpatrick, 1998), has served as one of the most popular frameworks for evaluating training programs for the last decades. Assuming that the LPM- model better fits to contemporary L&D activities, this article continues answering the question how to demonstrate the added value of learning and development with credible metrics. An overview of key metrics that can be used to create your own Annual Learning Report and boost your credibility and visibility.

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Collaboration, Integration and Leadership at Nationwide

CLO Magazine

There are three things that make Nationwide’s learning program elite, according to Kathleen L. Our leaders are highly engaged in learning – they participate, they contribute, they strategize with us, they help define outcomes, and they ensure that the metrics for everything that we do are visible.” “There is an enterprise-wide structure of leadership teams that guide the strategy called our Executive Leadership Council,” Smith said.

Getting Started With Learning Data and Analytics

CLO Magazine

Maybe there’s an executive demanding more visibility into your program, or perhaps you just want a better understanding of how things are going so you can find ways to make them better. Data is a powerful tool in the CLO’s toolkit, but figuring out how to start using it can be overwhelming. Look for a low friction path to a quick win, even if the metrics don’t seem impactful yet. Establish a baseline and watch how the metrics change over time.

It’s Time to Rethink the Value of Training and Development

CLO Magazine

Evaluating the effect of training and development initiatives at each of these levels can help companies establish productive, relevant learning programs that provide demonstrable employee benefits. Furthermore, always assessing training and development results via Level 4 simply isn’t feasible as companies grow and expand their learning programs. That data can then be leveraged by correlating with metrics that are monitored anyway, such as performance and potential.

Managers Make or Break Your Culture of Career Mobility

Degreed

And for a career mobility program to really fly high, managers need to play a pivotal role, Degreed CLO Kelly Palmer said. Internal opportunities — the lifeblood of any career mobility program — originate with managers. You can talk about career mobility all you want.

Who leads your DEI function, and how do you support them from an organizational perspective?

CLO Magazine

Similar to learning leaders, those who lead DEI go by a number of different titles — director or program manager, vice president or head of DEI are all common, as well as chief diversity officer. You have to be OK with changing programs and adjusting them accordingly.”.

The Power of Storytelling at Vi

CLO Magazine

At United she worked in a variety of roles across human resources including employer relationships and compensation and benefits, and she spent a great deal of time working on learning and development programs. Vi, which serves about 4,500 residents, is driven by a mission to provide quality environments, services and programs to enrich older adults’ lives. A few years ago, the company developed a nurse leadership program in response to the problem.

It’s time to update your evaluation strategy

CLO Magazine

As we prepare to weather a recession for the remainder of 2020 and next year, many projects and programs have been reduced or, worse, eliminated. Learning professionals must be able to show the value of programs, projects, and initiatives to prevent further cuts from disrupting our businesses.

There’s no excuse for lack of diversity in talent sourcing

CLO Magazine

Sourcing and including diverse candidates in all hires and promotion considerations is a vitally important way to make sure your team comprises the highest-quality talent. In addition to missing out on quality candidates, an organization also misses out on new and beneficial ideas, viewpoints, and solutions that you can only get from a diverse team. Internal programs to support and celebrate diversity at your organization are necessary.

20 things I’ve learned from 20 years of learning measurement

CLO Magazine

Did my program improve customer satisfaction?). At a recent CLO Exchange, a learning leader said his success with measurement came back to “starting with the business questions you’re trying to answer.”. Whether you’re measuring basic Level 1 results or a big business impact study, it’s great to prove that students liked your training or that key metrics went up. This means mastering the basics — the operational and efficiency metrics.

Inclusion is the X-factor for agility and innovation

CLO Magazine

Given the rising importance of diversity and inclusion, many organizations are building internal D&I initiatives and teams to track diversity metrics and apply best practices for inclusion. In tandem, data shows that women and minorities are still underrepresented on boards and senior leadership teams and many employees feel underrepresented or underutilized within their organizations. Bringing your whole self to work can unlock unseen potential in people and teams.

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Is your global learning strategy truly global?

CLO Magazine

My first experience leading a global learning program was in Paris for a high-tech firm. At present, my team and I are creating a global learning strategy. The purpose is to align business goals and communicate how the professional development team assists in achieving those goals. The strategy’s key components are business goals; learning team mission, goals and tasks; and metrics. It communicates the team’s purpose and value.

Developing a real strategy for on-the-job learning

CLO Magazine

Too often, a strategic conversation about learning becomes a tactical discussion about programs and capabilities. And, if we’re honest with ourselves, learning programs, even virtual ones, are often a form of performance art. 1: WHO — shifting from an individual to a team focus.

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Here’s the latest thinking on measurement, analytics and reporting

CLO Magazine

There are two very significant developments here, each of which will change the way human capital metrics are reported. This standard represents the work of a large, international group of experts who spent three years deciding which human capital metrics (measures) should be collected and reported. In the future, why would any employee go to work for an organization that refuses to disclose its human capital metrics? It is an exciting time to be a learning professional.

3 Common Upskilling Fails and How to Avoid Them

Degreed

In her new guide 7 Steps for Upskilling Your Workforce , Degreed CLO Kelly Palmer calls upskilling the greatest talent challenge of our time. “To Because failing to get it right can pretty much unravel your entire upskilling program. Communicate metrics of success.

How to Get What You Want from Vendors

CLO Magazine

AnnMarie Kuzel : How far in advance should the CLO start communicating with the vendor? What sort of information is vital to communicate in order to ensure that CLO and vendor work together efficiently? Drakoulis: The CLO has to be as clear as possible about a few key items: The business imperative/need — what problem are we solving together? Executive sponsors may need to be informed monthly, whereas the project team needs to meet weekly or biweekly.