Chief Learning Officer - July 2008 - (Page 39) organizational needs enables managers to shift resources as necessary to maximize productivity. By aligning employees with organizational needs and goals, many agencies are operating more efficiently and effectively than their private-sector counterparts. Fortunately, the lessons learned by federal agencies on the HCM front also are applicable as organizations in the private sector continue to look for new ways to maximize talent and increase competitive advantage. Plugging the Brain Drain The exodus of baby boomers into retirement has, and will continue to have, an unprecedented effect on the American workforce. In the federal sector, not all of the employees eligible for retirement are expected to take it, but the U.S. Office of Personnel Management projects that nearly 40 percent of eligible retirees will leave the workforce and take an enormous wealth of information with them. And while the private sector also faces mass retirements from the baby-boomer generation, the significantly high public-sector statistics have led federal government officials to take proactive measures to prepare for the impending brain drain. The U.S. Government Accountability Office (GAO), Congress and the president’s administration have not turned a blind eye to the problem either, making strategic HCM a priority through initiatives such as the President’s Management Agenda. Maintaining compliance with the President’s Management Agenda has been the primary driver for many federal agencies to make significant improvements to their strategic human capital strategies and processes, especially in performance management, learning and development, and competency assessments. Retaining Institutional Knowledge While analysts debate whether the baby-boomer retirements actually will result in the “silver tsunami” predicted, government officials are nonetheless taking proactive measures to prepare for the looming retirements and possible labor shortages, a practice their executive counterparts in other industries would be wise to DATA POINT embrace. In government, extensive According to the retirements would result in the loss of so U.S. GAO, government much institutional knowledge it would employee retirements be difficult for many government agenare projected to include cies to fulfill their missions. nearly 59 percent of To meet this potential crisis, governfederal executives ment agencies at all levels are turning by 2011. to HCM technology solutions that not only enable them to cultivate a prepared and competitive workforce for the future, but also to retain critical knowledge and maintain productivity. These talent management solutions enable governChief Learning Officer • July 2008 • www.clomedia.com 39 http://www.clomedia.com
Table of Contents Feed for the Digital Edition of Chief Learning Officer - July 2008 Chief Learning Officer - July 2008 Contents Imperatives Selling Up, Selling Down Strategies Take Five A Customer-Driven Approach to Molding Tomorrow’s Leaders The Home Depot: Accelerated Leadership CLO Profile Birth of a Salesman: Selling Learning to Solve Business Issues Selling Learning’s Potential at Siemens Transform Corporate Learning With a User Network Wiki Training Increases Productivity for RMC Vanguard Mortgage Lessons From the Feds: Mapping Learning to Strategic Initiatives Department of Labor Centralizes Content Synchronous and Asynchronous: What’s in a Name? Coping With Cultural Barriers to E-Learning The Manager’s Responsibility for Employee Learning Case Study Business Intelligence In Conclusion Chief Learning Officer - July 2008 Chief Learning Officer - July 2008 - (Page Intro) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page Cover1) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page Cover2) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page 3) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page 4) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page 5) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page 6) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page 7) Chief Learning Officer - July 2008 - Contents (Page 8) Chief Learning Officer - July 2008 - Contents (Page 9) Chief Learning Officer - July 2008 - Contents (Page 10) Chief Learning Officer - July 2008 - Contents (Page 11) Chief Learning Officer - July 2008 - Imperatives (Page 12) Chief Learning Officer - July 2008 - Imperatives (Page 13) Chief Learning Officer - July 2008 - Selling Up, Selling Down (Page 14) Chief Learning Officer - July 2008 - Selling Up, Selling Down (Page 15) Chief Learning Officer - July 2008 - Strategies (Page 16) Chief Learning Officer - July 2008 - Strategies (Page 17) Chief Learning Officer - July 2008 - Take Five (Page 18) Chief Learning Officer - July 2008 - Take Five (Page 19) Chief Learning Officer - July 2008 - A Customer-Driven Approach to Molding Tomorrow’s Leaders (Page 20) Chief Learning Officer - July 2008 - The Home Depot: Accelerated Leadership (Page 21) Chief Learning Officer - July 2008 - The Home Depot: Accelerated Leadership (Page 22) Chief Learning Officer - July 2008 - The Home Depot: Accelerated Leadership (Page 23) Chief Learning Officer - July 2008 - The Home Depot: Accelerated Leadership (Page 24) Chief Learning Officer - July 2008 - The Home Depot: Accelerated Leadership (Page 25) Chief Learning Officer - July 2008 - CLO Profile (Page 26) Chief Learning Officer - July 2008 - CLO Profile (Page 27) Chief Learning Officer - July 2008 - CLO Profile (Page 28) Chief Learning Officer - July 2008 - CLO Profile (Page 29) Chief Learning Officer - July 2008 - Birth of a Salesman: Selling Learning to Solve Business Issues (Page 30) Chief Learning Officer - July 2008 - Birth of a Salesman: Selling Learning to Solve Business Issues (Page 31) Chief Learning Officer - July 2008 - Birth of a Salesman: Selling Learning to Solve Business Issues (Page 32) Chief Learning Officer - July 2008 - Selling Learning’s Potential at Siemens (Page 33) Chief Learning Officer - July 2008 - Transform Corporate Learning With a User Network (Page 34) Chief Learning Officer - July 2008 - Transform Corporate Learning With a User Network (Page 35) Chief Learning Officer - July 2008 - Transform Corporate Learning With a User Network (Page 36) Chief Learning Officer - July 2008 - Wiki Training Increases Productivity for RMC Vanguard Mortgage (Page 37) Chief Learning Officer - July 2008 - Lessons From the Feds: Mapping Learning to Strategic Initiatives (Page 38) Chief Learning Officer - July 2008 - Lessons From the Feds: Mapping Learning to Strategic Initiatives (Page 39) Chief Learning Officer - July 2008 - Department of Labor Centralizes Content (Page 40) Chief Learning Officer - July 2008 - Department of Labor Centralizes Content (Page 41) Chief Learning Officer - July 2008 - Synchronous and Asynchronous: What’s in a Name? (Page 42) Chief Learning Officer - July 2008 - Synchronous and Asynchronous: What’s in a Name? (Page 43) Chief Learning Officer - July 2008 - Synchronous and Asynchronous: What’s in a Name? (Page 44) Chief Learning Officer - July 2008 - Coping With Cultural Barriers to E-Learning (Page 45) Chief Learning Officer - July 2008 - The Manager’s Responsibility for Employee Learning (Page 46) Chief Learning Officer - July 2008 - The Manager’s Responsibility for Employee Learning (Page 47) Chief Learning Officer - July 2008 - The Manager’s Responsibility for Employee Learning (Page 48) Chief Learning Officer - July 2008 - The Manager’s Responsibility for Employee Learning (Page 49) Chief Learning Officer - July 2008 - Case Study (Page 50) Chief Learning Officer - July 2008 - Case Study (Page 51) Chief Learning Officer - July 2008 - Case Study (Page 52) Chief Learning Officer - July 2008 - Case Study (Page 53) Chief Learning Officer - July 2008 - Business Intelligence (Page 54) Chief Learning Officer - July 2008 - Business Intelligence (Page 55) Chief Learning Officer - July 2008 - Business Intelligence (Page 56) Chief Learning Officer - July 2008 - Business Intelligence (Page 57) Chief Learning Officer - July 2008 - In Conclusion (Page 58) Chief Learning Officer - July 2008 - In Conclusion (Page Cover3) Chief Learning Officer - July 2008 - In Conclusion (Page Cover4)
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