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Aligning Learning With Strategy
CLOs are pressured to justify their investments in learning. A CLO always has to answer the CEO’s questions: Why should we invest in this learning program, and how will it help us execute our strategy? And how can we measure the return on this investment?
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Verizon: Calling on Learning Success
Verizon is the largest provider of wire-line and wireless communications in the United States, with 139 million access lines and 36 million wireless customers. The company has more than 167,000 employees with over 80,000 in critical field-service position
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Risk-Mitigation Strategies to Increase Learning ROI
One sign of the increasing impact and scope of corporate learning today is that CLOs are starting to focus on risk-mitigation strategies. Budgets are being scrutinized, and learning executives are being asked to show a clear return on investment. With inc
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Learning Investments: More for Less
In the dot-com days, many companies were willing to invest more to get more. Companies would invest in changing a process to improve customer satisfaction, even if it took more labor hours. They would purchase more capable technology, even if it cost more
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Managing Intangible Assets Represents Opportunity for Learning Leaders
Since the middle of the 20th century, the developed world has experienced a substantial shift from manufacturing-based economies to a global services- and knowledge-driven economy. Along with this shift has come a shift in valuation for large enterprises.
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The Challenges and Benefits of Outsourced Learning
More and more companies are turning to an outsourcing strategy for functions that do not directly contribute to mission-critical strategies that drive the success of the business.
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HR Outsourcing: The Impact on Corporate Learning
Corporate learning has always been the poor relation of all the management disciplines. Some corporations simply don’t believe in it, preferring to buy knowledge and skills when needed. Others have a large training department for internal courses and a si
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Performance Coaching: The Missing Link to Level 3 Impact
Donald Kirkpatrick single-handedly delivered to the training and development community a way to formally evaluate an organization’s investment in learning way back in 1959. His four-level model has stood the test of time as being the cornerstone approach
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Personal Intellectual Capital Management
Ultimately, you’re responsible for the life you lead. It’s up to you to learn what you need to succeed. That makes you responsible for your own knowledge management, learning architecture, instructional design and evaluation.
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Working Partners: The CLO and the Executive Team
A great complaint often heard at meetings of chief learning officers is the lack of involvement by senior executives in support of employee training programs, which leads directly to inadequate resources. How can this situation be reversed?
- BUDDY PASS NOW AVAILABLE on CLO Symposium Registration, CLO Accelerator Enrollment and Membership.
- BUDDY PASS NOW AVAILABLE on CLO Symposium Registration, CLO Accelerator Enrollment and Membership.
- BUDDY PASS NOW AVAILABLE on CLO Symposium Registration, CLO Accelerator Enrollment and Membership.
- BUDDY PASS NOW AVAILABLE on CLO Symposium Registration, CLO Accelerator Enrollment and Membership.
