We hear the phrases every day: “That’s not my job.” “I can’t help you; talk to my boss.” “That’s just how we do things around here.” “Someone else was supposed to do that.” Such are the warning signs of organizational indifference.
A more effective way of transferring what was learned during training to on-the-job performance may require a change in the way we think about what learning is. For many, learning is defined as “acquiring new knowledge.” In today’s results-oriented world,
Imagine being at the helm of a good-sized sailing yacht. The calm has given way to strong wind gusts, fog and stormy seas. You must rely on the skills of the crew, limited resources, navigation equipment and common sense to safely guide you and your crew
Why would a university of all places need a chief learning officer? Isn’t that like bringing coals to New Castle? Or disciples to MIT? Are not all or most professors CLOs? But looking more closely, and especially from the inside, there are at least three
Corporations attempting to implement aggressive revenue growth goals find it necessary to work powerfully from within to implement the changes that will bring these goals to reality. Creating change, managing change, directing change—these are the actions
There is no question about it. Training and development is gaining attention in Corporate America. The industry is growing and changing to achieve a variety of goals, from satisfying immediate employment skill shortages to meeting organizations’ long-term
IBM is no stranger to the concept of corporate education. In fact, providing workforce development opportunities is part of the technology giant’s corporate heritage, a time-tested effort to ensure market leadership through top-notch associates trained an
As executives with a strong interest in the delivery of learning, you don’t have to be told that education is big business. Whether your business is manufacturing or marketing, there are undeniable advantages to leading a well-trained team.
It is a challenge to train toward future states rather than to current practices. Training efforts are being stretched in many organizations to meet the current demands of developing proficient employees in the jobs that exist today. Moreover, organizatio
First came the articles, then the books, and now I see that an entire conference is devoted to the ROI of training. Obviously we’re seeing a backlash against the orgy of IT spending of the late 1990s, and against e-learning initiatives that fell short of