The Chief Learning Officer: Driving Value Within a Changing Organization Through Learning and Development (Improving Human Performance)

✍ Scribed by Tamar Elkeles, Jack J. Phillips PhD in Human Resource Management.

• Publisher: Butterworth-Heinemann
• Year: 2006
• Tongue: English
• Leaves: 362
• Series: Improving Human Performance
• Edition: 1
• Category: Library

✦ Synopsis

NEW - TAMAR ELKELES WINS PRESTIGIOUS AWARD! Tamar Elkeles, vice president of Qualcomm Learning Center and co-author of The Chief Learning Officer, has been named 2010 CLO of the Year by Chief Learning Officer magazine "Since she began with the company in 1992, Tamar Elkeles has built the Qualcomm Learning Center from a one-person operation into a sophisticated, integrated and innovative strategic resource for the organization" said Norm Kamikow, president and editor in chief of Chief Learning Officer magazine. Congratulations Tamar! ------  New business realities and customer demands, coupled with new technologies in a changing competitive landscape are causing corporate learning departments to rethink their value, role, and impact in the organization. In a constantly changing business landscape with limited resources and tight budgets, learning must be viewed as essential to a successful achievement of business goals. The individual driving this function, the Chief Learning Officer (CLO), is in a unique position to add significant value to the organization. The role of the CLO is to drive value, focusing on issues such as business alignment, managing resources, innovation, customer service and ROI. The challenge is to show value to the organization in terms that business leaders and financial analysts can understand and appreciate. Written from the perspective of the CLO, this book discusses nine important value-adding strategies, making up this critical role of the CLO of the future. At least twenty high profile CLOs provide their strategies on each of these issues. This book is essential reading for both the training and HR communities who need to show the value and connect learning to the business. This book shows the value that can be achieved in the organization if it is managed and organized properly and the appropriate leadership is provided. * Real world strategies from successful CLO's Practical applications for skill development Shows how to connect the learning enterprise to the business.

✦ Table of Contents

Front cover......Page 1
Title page......Page 5
Copyright page......Page 6
Table of contents......Page 7
Foreword......Page 11
Preface......Page 15
Acknowledgments......Page 19
Author Biographies......Page 23
A Note on the Position of the CLO......Page 27
The Evolution of the CLO......Page 30
Current Status of the CLO......Page 38
Challenges in Learning......Page 46
Final Thoughts......Page 55
References......Page 56
The Importance of Linking Learning to Strategy......Page 57
Strategic Planning Model......Page 64
Final Thoughts......Page 85
References......Page 86
CHAPTER 3: Setting the Investment Level......Page 87
Let Others Do It......Page 88
Invest the Minimum......Page 91
Invest with the Rest......Page 95
Invest Until It Hurts......Page 99
Invest as Long as There Is a Payoff......Page 103
Final Thoughts......Page 109
References......Page 110
It Is About the Business......Page 111
The Challenge......Page 112
Status of Needs Assessment......Page 124
Needs Assessment Tactics......Page 131
Final Thoughts......Page 136
References......Page 137
CHAPTER 5: Shifting to Performance Improvement: Learning Is Not Always the Answer......Page 138
Major Influences......Page 139
Performance Improvement Issues......Page 140
Plan of Action......Page 152
Final Thoughts......Page 160
References......Page 161
CHAPTER 6: Creating Value-Based Delivery......Page 162
Why the Shift?......Page 163
Use of Technology......Page 168
Alternative Delivery Systems......Page 175
Outlook......Page 183
Final Thoughts......Page 186
References......Page 187
CHAPTER 7: Managing for Value......Page 188
The Budgeting Process......Page 189
Monitoring and Controlling Costs......Page 195
Exploring the Profit Center Concept......Page 203
Managing Suppliers for Value......Page 210
References......Page 214
CHAPTER 8: Demonstrating Value from the Learning Enterprise, Including ROI......Page 215
Trends and Issues......Page 216
The Learning Value Chain......Page 222
A Comprehensive Evaluation Process......Page 235
Branding the Learning and Development Enterprise......Page 244
Final Thoughts......Page 247
References......Page 248
CHAPTER 9: Managing Talent for Value......Page 249
Talent Management Issues......Page 250
Why Talent Is Critical to Success......Page 254
Needed: A System for Talent Management......Page 261
Planning for Talent......Page 267
Acquiring Talent......Page 269
Developing Talent......Page 275
Managing Talent......Page 276
Retaining Talent......Page 278
Final Thoughts......Page 282
References......Page 283
Key Concepts......Page 285
Improving Commitment for Learning......Page 289
Building Management Support......Page 294
Increasing Reinforcement of Learning......Page 298
Improving Management Involvement......Page 299
Developing Partnerships with Managers......Page 305
Final Thoughts......Page 311
References......Page 313
CHAPTER 11: The Voices of CLOs......Page 314
Frank Anderson, President, Defense Acquisition University......Page 316
Susan Burnett, Senior Vice President of People & Organization Effectiveness, The Gap......Page 317
Tim Conlon, Director of Learning and Chief Learning Officer, Xerox......Page 319
Bob Corcoran, Vice President of Corporate Citizenship and Chief Learning Officer and President of GE Foundation......Page 320
Pat Crull, Vice President and Chief Learning Officer, Time Warner Cable......Page 322
Fred Harburg, Former CLO Motorola & SVP Leadership and Learning, Fidelity Investments......Page 323
Ted Hoff, Vice President of Learning, IBM......Page 325
Steve Kerr, Managing Director and Chief Learning Officer, Goldman Sachs (The first CLO in the profession)......Page 328
Michael Lee, Executive Vice President of Human Resources, LG Corp.......Page 331
Donna MacNamara, Vice President of Global Education & Training, Colgate Palmolive......Page 333
Rick O’Leary, Director, Human Resources & Diversity, Corning......Page 335
Donnee Ramelli, President, General Mrtres University......Page 336
Bonnie Stoufer, Vice President for Learning, Training & Development, Boeing......Page 339
David Vance, President, Caterpillar University......Page 341
Allan Weisberg, Vice President of Organization Capability, Johnson & Johnson......Page 343
Bill Wiggenhorn, Former President Motorola University and Vice Chairman of Global Ed-Tech Management Group......Page 346
Kevin Wilde, Vice President and Chief Learning Officer, General Mills......Page 349
Additional Quotes about the CLO . . . from Unknown Sources......Page 351
Index......Page 352