Chief Learning Officer - July 2008 - (Page 47)

how good or bad the program, there must be manager responsibility and involvement to maximize the impact on the job. Below are my top 10 practices for manager responsibility. Unlike the David Letterman list, it is not in any particular order, nor is it especially humorous. But I hope you will ﬁnd it useful in engaging managers’ sense of responsibility for learning. 1. Conduct a pre-assessment for strategic, visible or costly programs. Also, when participants register, send the assessment to the manager to get the following information: a. Awareness that the employee enrolled. b. Expectations to be set with employee prior to learning. c. Resources provided to employee to apply learning. d. Speciﬁc projects to apply post-training. 2. Build into any on-boarding program the responsibilities of managers when approving employees to attend learning initiatives. Focus on awareness, expectation setting, resource provisions and alignment of projects with proximity of training. 3. For any strategic, visible or costly program, managers should approve the learners going to the program. 4. Prior to attending training, managers should be encouraged to have a brief meeting with the employee, review the course objectives and align those to speciﬁc job tasks and business results. During this exercise, managers should set appropriate expectations of the employee. For example, the employee is expected to give a presentation to the rest of the department on the key learning themes from the training and how this will be applied to the job. 5. Managers should be encouraged to provide ample resources to not only attend the training but to apply it optimally on the job. The manager should review monetary, time, physical and people resources to assist the employee in applying the learning. 6. Managers should be encouraged to provide speciﬁc projects in which the employee can apply the training within a reasonable time frame. For example, if an employee learns a new sales strategy, he or she should build it into the next negotiation they conduct on the job and — assuming it is executed correctly — be encouraged to do so in subsequent negotiations. 7. Managers should create an environment that is conducive to learning. This is done by encouraging employees to seek out learning opportunities and Chief Learning Ofﬁcer • July 2008 • www.clomedia.com 47 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

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