To achieve long-term results, training must be systemic as well as systematic, cascading from level to level within the organization. That’s how to create lasting behavioral change on the part of all staff members—from the front line through supervisors to senior managers.
As a chief learning officer, you’re at the forefront of this discussion. Based on feedback we receive, we know many of you are evaluating how many of your training initiatives are fully supported at every level and properly aligned with organizational strategy, as well as how much more you could increase training ROI by investing a greater percentage of your budget toward that alignment.
There are already signs that we’re moving forward in these thought processes. I’ve been pleased (for more than just the obvious reasons) to see a recent increase in training of customer-service supervisors, a long-ignored group that can make or break a training initiative at the front line. That shift appears to be a clear indication of CLO influence, in that it shows strategic commitment and an investment toward broader organizational goals. If that trend continues, I believe competitive standards of customer service quality, satisfaction and loyalty will rise dramatically.
What do you see on the horizon?
Senior Product Manager, Customer Service Training
Editor’s Note: Todd raises some interesting points about the influence of CLOs and other learning leaders. To share your thoughts on where your industry is going, write us at firstname.lastname@example.org.Filed under: Strategy