Chief Learning Officer - March 2008 - (Page 40)

tactics knowledge sharing through its social capital and optimize structural capital to capture knowledge and make it available to workers. “Intellectual capital is the stock of knowledge assets in an organization,” Bontis said. “Learning and development is the flow that helps build the stock of intellectual capital.” As the head of the learning department, CLOs have the best understanding of learning methods and modalities and can strategically target the learning budget to build knowledge. “Every dollar you spend on L&D is not the same,” Bontis said. “Certain dollars should be spent in certain ways for certain people. The CLO plays a role in the optimal allocation of resources, discriminating where is optimally best.” The goal of that investment is to ensure the continued flow of learning and development to the workforce, keeping knowledge fresh and providing access to the latest information and tools. “The danger is the obsolescence of knowledge,” Bontis said. “It’s like anything else. Technology, equipment — all of these things have an obsolescence rate, meaning they only last for so long and then they die out. Knowledge is the same way.” While investing in learning is important, CLOs also must realize that much of the organization’s knowledge gets transferred informally between its workers. Workers talk to each other at the watercooler, at lunch or in informal conversations throughout the day. These social opportunities are critical to building a workforce that leverages its intellectual capital. “In the olden days in the factory, it was like, ‘Hey, stop talking, you guys, and get back to work!’” Baker said. “But in a knowledge environment, it’s more like, ‘Hey people, get back to work, start talking!’” To facilitate knowledge sharing and build social capital, wireless research and development company Qualcomm creates knowledge-sharing events, such as employee trade shows and the annual Q-Tech Forum, an internal engineering conference. As part of that three-day event, employees write technical papers about specific products or projects and present them to their colleagues. The hundreds of papers and presenta- THERE’S NO PLACE QUITE LIKE IT built by training professionals for training professionals The Premier Destination for Meetings, Conferences & Executive Learning. GROUPS OF 2 TO 2000 STATE-OF-THE-ART TECHNOLOGY EXQUISITE CATERING 1,042 GUEST ROOMS Q Center CHICAGO QCENTER.COM 877 774 THEQ http://www.QCENTER.com http://www.QCENTER.COM

Table of Contents Feed for the Digital Edition of Chief Learning Officer - March 2008

Chief Learning Officer - March 2008 Editor's Letter Table of Contents Imperatives Selling Up, Selling Down Strategies Take Five Learning Solutions The Treasury Board of Saskatchewan: Training the Trainers With Experiential Learning Clo Profile Environment Xerox: Creating a Learning Masterpiece Tactics Capturing the Knowledge of the Workforce Productivity Succession Planning Tips from the U.S. GAO Human Capital Influencing Competency Management Case Study Case Study Business Intelligence Advertisers' Index Editorial Resources In Conclusion

Chief Learning Officer - March 2008

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