Chief Learning Officer - September 2007 - (Page 49)

CHIEF LEARNING OFFICER Solutions for Enterprise Productivity ers. Study reporting functionality and features such as benchmarking, trend lines, statistical sophistication, drill-down capabilities and executive summary capability. The key is to recognize that these four activities are administrative and, therefore, not value-added. The resources allocated here should be minimized by having solid business rules, standards, templates and technology. The goal is to get to reports quickly so users can use them for analysis and decision making. Hence, you need to study the learning measurement process carefully during a readiness assessment. e-seminars FREE, LIVE E-SEMINAR Thursday, September 6, 2007 11AM PDT/2PM EDT The Learning Organization Meets the Long Tail: New Challenges and Opportunities for Knowledge Management Professionals When learning organizations are confronted with a world of limitless information resources, how can knowledge management professionals ensure the right information is getting through? In this complimentary Chief Learning Officer eSeminar, Dennis Kilian, Safari Books Online vice president of sales, will discuss how learning management professionals can best harness the nearly limitless amount of information available to provide employees with the best resources to maintain the organization’s competitive edge. Addressing the issues of the digital environment and the impact on the marketplace raised in Chris Anderson’s book “The Long Tail,” the discussion will focus on what you can do to keep your learning organization prepared in a world of constantly evolving information. Technology Last but not least is technology. It is studied to understand where manual tasks can be automated and to help streamline administration. Some key questions to ask at this stage include: 1. What percent of data is gathered online versus on paper? 2. Is there a central database for storage? 3. Is there an online analytics processing (OLAP) database for custom querying? 4. Is it easy to drill down for tactical analysis? 5. Are results available in real time through self-sufficient tools? There are areas of overlap between technology considerations and the process portion of the readiness assessment. This is perfectly acceptable. The process area looks at transactional flow, whereas technology looks at the mechanisms to produce the transactions within the flow and their degree of technology sophistication. For example, use of a basic Internet survey tool can make a world of difference in data collection, as opposed to manual paper processing. In addition, SQL databases might have optimal central storage features over multiple worksheets in Excel. Further, OLAP tools for querying the database for processing might lead to self-sufficient users versus IT department involvement when a query needs to be done. In today’s world, technology should be considered throughout the process. Technology is inexpensive and powerful, and it can minimize administration, leading to a shift to maximize time spent on analysis, communication and improvement. FREE, LIVE E-SEMINAR Wednesday, September 19, 2007 11AM PDT/2PM EDT Sustainable Leadership Development: Leadership Programs that Deliver Real Business Impact Why do many leadership initiatives fail? Although employees might enjoy the training, all too often, the real objective — creating measurable behavioral change across an organization’s entire leadership community — is not achieved. An effective learning program scales to all employees while delivering a highly engaging experience that influences both their hearts and minds. In this complimentary Chief Learning Officer e-Seminar, you will learn what is really needed to create a truly effective leadership initiative that will build your bench strength and ultimately help you achieve your business objectives. It will explore key criteria such as shifting from a training event to a learning process, moving from limited audiences to a broader leadership community within your organization and measuring both learning and business results. Broader Human Capital and Talent Management Implications Learning and development is increasingly asked to play a broader role in the talent management and human capital management area. How are these areas measured? What makes a complete set of processes for these areas? These are questions with which many organizations struggle. To this end, a human capital process-classification scheme has been derived to help identify a complete set of processes that need measurement: • Manage deployment of personnel: Forecast workforce requirements; recruit, select and hire; succession planning; international assignment; mobile workforce; employee turnover. • Manage competencies and performance: Competency management, performance appraisal. • Develop and train employees: Onboarding, learning and development, coaching and mentoring, leadership development, knowledge management. • Motivate and retain employees: Compensation and benefits, employee satisfaction, employee engagement, work-life balance, workforce diversity. PRODUCTIVITY continued on page 64 To register, go to: www.cloevents.com/ eseminars Now featuring “Quick Register” for returning attendees http://www.cloevents.com/eseminars

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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