Breakfast Club
Philadelphia: The Next Frontier for Learning and Development
Mar 18, 2010 07:30 am
Four Seasons Philadelphia
Philadelphia, Pennsylvania
Webinars
Improving Emotional Intelligence Through Behavioral Style
Mar 18, 2010
CLO Symposiums
The Networked Organization: Leading Learning in the New Economy
Apr 12, 2010 - Apr 14, 2010
Boca Raton Resort & Club
Boca Raton, Florida
Published March 2006
The higher you go, the farther you see. Recent research finds that CLOs work on short-term efficiency while other C-level officers look beyond to long-term prosperity. The CEOs, CFOs, CIOs and other longer-tenured C-level officers look to learning to build the capacity to transform the business. Their goals are long-term, qualitative and aspirational. CLOs are more focused on short-term improvements in how learning takes place. They work with business units to make training more efficient. They introduce technology and innovation to streamline the delivery of learning.
Go forward a few years, and our current notion of learning grows obsolete. The pace of change itself is accelerating. In the past, workers learned how to do something. In the future, they will need to learn what changed last night. In the past, execution required knowledge and skill. Future execution will require ingenuity, alacrity and innovation.
From now on, it might be more productive to think of learning as adaptation to change than as acquisition of knowledge. Learning enables you to participate successfully in life, at work and in the groups that matter to you. The faster the world changes, the more adaptation is required.
Formal training programs are not the only learning game in town. CLOs who spend the bulk of their time improving the development and delivery of training might be optimizing the insignificant. Consider this:
So, formal training accounts for 20 percent x 20 percent x 10 percent of the possible improvements you can make to worker performance. That's 0.4 percent. To account for potential double-counting and other quirks, let's say training might influence 1 percent of worker potential. C-level officers who want the human capacity to thrive over the long haul are looking for more.
Over the past year, I've talked with dozens of organizations about informal alternatives to formal training, particularly what I call "free-range learning." The workplace is becoming increasingly democratized as knowledge work becomes the norm and workers become more independent. Knowledge workers want you to state your expectations and then leave them alone. Knowledge workers resent it when you try to connect the dots for them.
ESI International Director, eContent Strategy
01/14/2010
The Director, eContent Strategy is responsible for providing ESI’s executive team with strategic-level direction to implement alternative blended learning delivery formats to our worldwide client base.
Senior Manager, Global Learning & Talent Development
11/19/2009
Deloitte Touche Tohmatsu (DTT) is an organization of member firms devoted to excellence in providing professional services and advice. We are focused on client service through a global strategy executed locally in nearly 150 countries.
Director, Leadership & Organizational Development Parkland Health & Hospital System
10/26/2009
Parkland Health & Hospital System (www.parklandhospital.com) located in Dallas, Texas has been voted one of "America's Best Hospitals" by U.S. News & World Report for 16 consecutive years and recently named one of the "Top 100 Hospitals to Work For" by Nursing Professionals Magazine.