Chief Learning Officer - June 2008 - (Page 37) linked to a country’s ability to transition more quickly to a knowledge-based economy.” Debora Palermo, chief learning officer at Sun Microsystems Brazil, said the most important thing is for organizations to stress the business case for increased technological capability because when there is a recognized, tangible need, Latin American governments snap into action. “For example, Brazil has got the world’s most modern electronic voting system,” she said. “So in the last presidential election [in the year 2000], they had over 100 million votes cast nationally. [Results] were completely tabulated within 24 hours. This has evolved more than the Internet because it was a need to make sure people could vote.” To prove the need for IT maturity and to help build the necessary infrastructure for knowledge-based economies, organizations should partner with local governments, universities and public initiatives, Palermo said. “We need to make sure that they can fit together and execute on it and get something started,” she said. CLO – Agatha Gilmore, agilmore@clomedia.com with,” said Jane Farrell, sales and marketing readiness lead for Microsoft Latin America. “That, from my perspective, is something we try to take advantage of, and I would counsel other people to just really leverage that as much as possible. That’s a real plus.” However, sometimes the need for social interaction can result in employees not making use of self-service learning and development opportunities, Cabral said. It might be compounded by the fact that Latin American offices tend to be smaller, and employees have more responsibilities and are more pressed for time and resources than their U.S. counterparts, he added. “Those e-mails that talk about the training that you have available, which end with the classic words, ‘Please go to www. training.com’ or ‘Please click this URL in order to enroll’ — that doesn’t happen [here],” Cabral said. Indeed, learning often is seen as extra credit, Marana said. “We need to really position this message [so] they understand that this is a way that they can do their jobs better, and it’s part of their job,” she said. Marana added that this cultural difference also affects employee attitudes toward development. While the young http://www.training.com http://www.training.com http://www.teds.com http://www.teds.com
For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.