Articles by:
2007
-
CLO Results and Related Responsibilities
At the Spring 2007 CLO Symposium, attendees were asked to write the ideal CLO job description. The following points are their synthesized ideas: Exercise Meaningful Business Influence Essential source of […]
-
The CLO Role Conversation
At the Spring 2007 CLO Symposium in Huntington Beach, Calif., 70 senior learning executives took part in an intensive work session to produce their best thinking about the future of the CLO role. Through the discussions and post-event online contributors,
-
The Looming Talent Crisis
Over the past few years, developing and implementing succession plans and managing them effectively have become increasingly critical to the long-term success of any company. Experts point to a “perfect […]
-
Destination Hotels: Leveraging Technology for Effective Succession Planning
As the war for talent heats up, more organizations are finding value in talent management and learning activities integration. Such is the case with Destination Hotels & Resorts. With more […]
-
Managing Succession Plans and Career Paths
Effective managers always anticipate the need for successors, and they are prepared. Because organizations cannot assume the mere existence of a talent pool guarantees the succession neatly will fit into place, effective succession management requires car
-
OppenheimerFunds’ Patricia Lovett: Earning a Seat at the Table
At OppenheimerFunds Inc., Patricia M. Lovett, senior vice president of learning and development, uses her operational experience to help keep employees engaged. Her expertise has helped her team build partnerships within the business and earn a seat at th
-
DHL Express Sales Asia-Pacific: Delivering Training Worldwide
With employees spread out over 41 countries and speaking five languages, delivering effective training within DHL Express Sales Asia-Pacific is no easy feat. It’s up to the training and development department to bring continuity to DHL’s overall learning
-
Analysis Paralysis: The Stagnant State of Measurement
Today’s CLOs find themselves in a measurement Catch-22: To successfully demonstrate the impact learning has on business results requires a willingness from management to grant access to key performance and result metrics, but management is often reluctant