Chief Learning Officer - September 2007 - (Page 13)

duction.” He then goes on to cite a few examples of how individuals use cards in development and assessment such as sales training and the “Hipster PDA,” which is simply some three-by-five file cards clipped together. I think his illustrations are entertaining, if nothing else. But they don’t really speak to the challenges of CLOs in developing content for large enterprises. I would love to be a fly on the wall of the room in which a learning executive was pitching an employee development initiative based on flashcards to the organization’s CEO. Flashcards might work well at the micro level, but they likely won’t be nearly as effective if you’re talking about more than a couple dozen employees. This is one modality that probably doesn’t really “scale” all that well. Chris Jenkins Bowling Green, Ky. Read the full Whirlpool success story at www.amanet.org/go/whirlpool Employee Innovation Drives WHIRLPOOL. What Drives Employee Innovation? At Whirlpool, innovative thinking is the responsibility of every employee. In fact, innovation is such an important part of their culture that they consider it a core competency within the organization. That’s a bold statement. But Whirlpool has always made bold statements with its innovations. That’s why they are the world’s leading manufacturer of major home appliances. “Innovation is serious business at Whirlpool… we are always looking for new ways to delight and serve our customers better,” says Core Competency Trainer Margaret Hanington. Continually seeking ways to unleash their employees’ creative energy, Whirlpool partnered with AMA to create a customized, on-site innovation and creativity workshop. “This class has given our employees additional tools and techniques to help them think differently, and out-of-the-box solutions,” says Hanington. “Anytime you can unlock a group’s creative potential you can expect and achieve great results!” Are you ready to be an AMA success story? For information about what AMA’s Corporate Solutions can do for your employees, visit www.amanet.org/onsite or call 1-800-262-9699 and mention priority code XA1Y. Open Up Your Ears The guest editorial in the April issue of Chief Learning Officer magazine, “Green Thumb Management: Advice for Growing Great Employees,” made some excellent points in regard to managerial development. I especially liked the point about listening, that it “established an opening, nourishing environment that allows ideas and people to flourish.” In today’s world, where communication often is done electronically, providing few opportunities to actually listen, it’s important to value people’s words and not simply “endure” verbal discourse. This is universally applicable, but when you’re running a company, it’s especially critical to remember that the company consists of people, whom you should respect. It starts with seemingly little things such as listening, but those little things can add up to something big. Truly, establishing a foundation of mutual respect will create a “flourishing” environment, one in which people will succeed on a personal and professional level, which in turn, will lead to a successful enterprise. Leslie Sterling Quincy, Mass. 1-800-262-9699 I www.amanet.org/onsite Want to better manage the people side of your business? Sign up today for AMA’s free monthly e-newsletter for decision makers. Go to www.amanet.org/go/proﬁts http://www.amanet.org/go/whirlpool http://www.amanet.org/go/whirlpool http://www.amanet.org/onsite http://www.amanet.org/onsite http://www.amanet.org/onsite http://www.amanet.org/go/profits

Table of Contents Feed for the Digital Edition of Chief Learning Officer - September 2007

Editor's Letter Contents Letters to the Editor Strategies Selling up, Selling Down Take Five Imperatives Guest Editorial Learning Solutions Embarking on a Learning Journey Clo Profile Environment CIGNA Service Operations: Making Strategic Change Happen, and Making It Stick Tactics Black & Decker: On-Demand Learning Creation and Consumption Productivity The Army You Have Human Capital Holiday Inn Express: Delivering Critical Training Globally Case Study: Tegan Jones Business Intelligence Case Study: Lisa Rummler Advertisers' Index Editorial Resources In Conclusion

Chief Learning Officer - September 2007

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