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

362 Pages·2006·2.39 MB·English

by  Tamar Elkeles

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“Highly effective CLOs are true leaders. All in one, they are
executives, coaches, teachers, trusted advisors, strategists,
champions and implementers of change. They are catalysts for
some of the most precious assets an organization has...stim-
ulating individuals, teams and entire organizations to think,
learn and apply their insights in ever more effective ways.”
—Ed Betof, Vice President, Talent Management & Chief
Learning Officer, Becton, Dickinson & Co.
“Now, more than ever, the role of Chief Learning Officer has
become strategic and pivotal to the success of organizations
around the world. There is a storm that is threatening all of our
organizations, and if we don’t do something about it soon, it
will disrupt the global marketplace. There has been much
research lately about the future of the workforce-global popu-
lation shifts, widening skills gap, and not enough people enter-
ing the workforce combining to create a “perfect storm” that
could threaten all industries and employee groups. In order to
rise to the challenge, we as CLOs need to enhance our business
acumen to deliver learning services linked directly to business
issues, trends, and projections.”
“The role of learning is central to the success of business. It
reaches throughout the organization and beyond, requiring us
to think more broadly about the solutions we implement and
how we go about determining our priorities. This is a very
pivotal and exciting point in history for Chief Learning
Officers.”
—Ed Cohen, Senior Vice President, Satyam School of
Leadership, Satyam Computer Services Ltd.
“Organizations are continually seeking a competitive advan-
tage that will ensure their profitable growth and value to their
customers. The CLO plays a critical role in achieving that goal
by working with management to design and implement the
structures, processes and skills that enable both the organiza-
tion and its employees to achieve their potential.”
—Cheryl Getty, Vice President of Learning, SAIC
“In a world full of leadership advice Elkeles and Phillips
provide an excellent road map telling us what all CLOs need
to know to accelerate learning and development. Every
company should incorporate a leadership development strategy.
This excellent book will help countless CLOs.”
—Cindy L. Johnson, Manager, Leadership Development, 3M
“In the midst of so much change and unrest in our world and
in our organization’s, the CLO’s role is critically important.
Learning is leverage...It can leverage and launch the organi-
zation strategy at the macro and micro levels of the organiza-
tion. It is mechanism that can reach all employees at both
the heart and heads level to reach constantly increasing
expectations.”
—Lynn Slavenski, Senior Vice President Global Learning &
Development, Equifax University
“In a flat world, organizations remain competitive by clearly
focusing on the capabilities that distinguish them in the mar-
ketplace. The role of the CLO is crucial in leading and imple-
menting a strategy for the constant renewal of the core
capabilities of the organization.”
—Dr. Karie Willyerd, Vice President & Chief
Learning Officer, Sun Microsystems
TH E CH I E F LEARN I NG
OFFICE R
Driving Value Within a Changing
Organization Through Learning and
Development
TAMAR ELKELES, Ph.D.
JACK PHILLIPS, Ph.D.
AMSTERDAM • BOSTON • HEIDELBERG • LONDON
NEW YORK • OXFORD • PARIS • SAN DIEGO
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Contents
Foreword by Norm Kamikow, ix
Preface, xiii
Acknowledgments, xvii
Author Biographies, xxi
A Note on the Position of the CLO by Tony Bingham, xxv
1 The Chief Learning Officer: Trends and Issues, 2
The Evolution of the CLO, 2
Current Status of the CLO, 10
Challenges in Learning, 18
Final Thoughts, 27
References, 28
2 Developing the Strategy, 29
The Importance of Linking Learning to Strategy, 29
Strategic Planning Model, 36
Final Thoughts, 57
References, 58
3 Setting the Investment Level, 59
Let Others Do It, 60
Invest the Minimum, 63
Invest with the Rest, 67
Invest Until It Hurts, 71
Invest as Long as There Is a Payoff, 75
Final Thoughts, 81
References, 82
v
vi Contents
4 Aligning the Learning Enterprise with Business Needs, 83
It Is About the Business, 83
The Challenge, 84
Status of Needs Assessment, 96
Needs Assessment Tactics, 103
Final Thoughts, 108
References, 109
5 Shifting to Performance Improvement: Learning Is Not
Always the Answer, 110
Major Influences, 111
Performance Improvement Issues, 112
Plan of Action, 124
Final Thoughts, 132
References, 133
6 Creating Value-Based Delivery, 134
Why the Shift?, 135
Use of Technology, 140
Alternative Delivery Systems, 147
Outlook, 155
Final Thoughts, 158
References, 159
7 Managing for Value, 160
The Budgeting Process, 161
Monitoring and Controlling Costs, 167
Exploring the Profit Center Concept, 175
Managing Suppliers for Value, 182
Final Thoughts, 186
References, 186
8 Demonstrating Value from the Learning Enterprise,
Including ROI, 187
Trends and Issues, 188
The Learning Value Chain, 194
A Comprehensive Evaluation Process, 207
Branding the Learning and Development Enterprise, 216
Final Thoughts, 219
References, 220
Contents vii
9 Managing Talent for Value, 221
Talent Management Issues, 222
Why Talent Is Critical to Success, 226
Needed: A System for Talent Management, 233
Planning for Talent, 239
Acquiring Talent, 241
Developing Talent, 247
Managing Talent, 248
Retaining Talent, 250
Final Thoughts, 254
References, 255
10 Developing Productive Management Relationships, 257
Key Concepts, 257
Improving Commitment for Learning, 261
Building Management Support, 266
Increasing Reinforcement of Learning, 270
Improving Management Involvement, 271
Developing Partnerships with Managers, 277
Final Thoughts, 283
References, 285
11 The Voices of CLOs, 286
Frank Anderson, President, Defense Acquisition
University, 288
Susan Burnett, Senior Vice President of People &
Organization Effectiveness, The Gap, 289
Tim Conlon, Director of Learning and Chief Learning
Officer, Xerox, 291
Bob Corcoran, Vice President of Corporate Citizenship
and Chief Learning Officer and President of GE
Foundation, 292
Pat Crull, Vice President and Chief Learning Officer, Time
Warner Cable, 294
Fred Harburg, Former CLO Motorola & SVP Leadership
and Learning, Fidelity Investments, 295
Ted Hoff, Vice President of Learning, IBM, 297
Steve Kerr, Managing Director and Chief Learning Officer,
Goldman Sachs, 300
Michael Lee, Executive Vice President of Human Resources,
LG Corp., 303
viii Contents
Donna MacNamara, Vice President of Global Education &
Training, Colgate Palmolive, 305
Rick O’Leary, Director, Human Resources & Diversity,
Corning, 307
Donne Ramelli, President, General Motors University, 308
Bonnie Stoufer, Vice President for Learning, Training &
Development, Boeing, 311
David Vance, President, Caterpillar University, 313
Allan Weisberg, Vice President of Organization
Capability, Johnson & Johnson, 315
Bill Wiggenhorn, Former President, Motorola University
and Vice Chairman of Global Ed-Tech Management
Group, 318
Kevin Wilde, Vice President and Chief Learning Officer,
General Mills, 321
Additional Quotes about the CLO...from Unknown
Sources, 323
Index, 324