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Dear Readers,
For workplaces to be truly responsive and effective, our profession needs to have vision and imagination to plan and execute learning and training initiatives.
The thought-provoking articles selected for this month’s issue challenge us all to look ahead to understand and analyze the needs facing our unique workplaces. We need to be creative, imaginative and thoughtful about our own role, while having the tools and systems that ensure the right people are in place, skills are trained and investments and returns are measured in terms of value not just cost.
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The CLO’s Role: Preparing for Future Challenges
By James J. L'Allier, Ph.D.
A topic of intense interest and spirited discussion, the position of chief learning officer continues to emerge and take shape. Its development has prompted debates about who is “at the table” and who isn’t. This dialogue has raised the flag of long-term learning strategy over short-term tactics, ushered in a new business vocabulary for the training world and sensitized us to see that all learning must be articulated in the language of business and, ultimately, focused on business goals.
What makes a CLO? What qualifies one to be in this position? What do CLOs do, and what issues keep them up at night? What do they see in the future? A set of 464 learning executives, many holding the official title of CLO, responded to these and other questions as part of the CLO Futures Survey in order to determine current and future trends related to both the position of the CLO and the issues that concern the individuals who hold it. While there may be no surprises at some of the findings, the results do bear the weight of confirmation from a sizable group of learning executives. Learn More
The Coming Workforce Storm
By Gregory P. Smith
We can see a storm on the horizon. Devastating storms remind us what the force of nature can do to unsuspecting people. Another storm of sorts is forming in this country - hitting our workforce. The force of this storm is just beginning to develop and could reach full strength in the next several years. It will impact on U.S. businesses with overwhelming power on three different fronts. The first front is a job skill shortage. The second is a shortage of workers, and the third is unwanted employee turnover. Learn More
Filling the Gap
By Anne Freedman
For reasons of education, training and demographics, some large corporations are increasingly finding hard-to-fill gaps in their workforces, which could hamper their operations should this on-again, off-again economic recovery ever go full throttle, full-time. The gap between the supply of skilled workers and the demand for them is caused by a combination of factors: an aging workforce, a decrease in the number of new entrants into the labor pool, a slowdown in the number of college graduates, the lack of interest in some occupations and an ever-increasing demand for more skills. Learn More
Succession Planning:
It's Not Just for Your Executive Team
By Adam Miller
Attracting and keeping talented employees is an ongoing issue for most companies. Though the more public searches for high-level executives at large companies are extreme examples, finding talent at all levels can be a tough chore no matter what size the organization, taking time and resources away from the core business mission. Unexpected and unpredictable departures are caused by innumerable factors, and getting a handle on issues related to executive movement can be difficult and time consuming. Companies with healthy morale and focused, determined employees don’t just happen overnight. It takes foresight and planning. Learn More
Investing in Learning: Consider Value, Not Just ROI
By Dan Kossmann
ROI, or return on investment, is king in today’s business world. Touted routinely by managers and project leaders, ROI is used as a selling point in print advertisements and is featured regularly in news and business discussions because, for every purchase a company makes, it needs to make sure that it has clear investment value that will result in increased revenue or decreased cost. But some organizations have slowly shifted from a single dogged focus on ROI to a more complete analysis called “ROV,” or return on value. ROV is a term that is used less by companies, but one that actually paints a more accurate picture of the impact of investments on the overall business. It broadens the analysis of ROI to include both the financial costs and hard returns, and also the intangible benefits, like having a scalable business, Learn More
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