Chief Learning Officer - September 2007 - (Page 61)

case study at AARP 61 September 2007 AARP also offers classroom-based learning, but Wade H. William, director of talent and leadership development, said the offerings are getting away from an open-enrollment, or “birdfeeder,” approach. Rather, AARP focuses on intact teams and helping employees decide what they need to learn. He said this action can be attributed to frenetic nature of everyday work, which is not unique to AARP. To ensure all employees are trained to AARP’s standards, organizational leaders assume the role of guinea pigs — members of the executive team (including Hollander) act as a pilot group for learning and development programs, and if they do not think the offering met the standards, it is sent back to the drawing board. Williams said this role-model behavior is a tes- I www.clomedia.com I Chief Learning Officer “We want our staff to have the opportunity to really delve in deeper on a particular subject matter, which is a learning opportunity for them. So, we’ll have something called an ‘exchange,’ where we’ll pick a topic for an hour, and we’ll have our executive team sponsor or talk about an exchange. Then folks who are not in the Washington office can call in through audio, through videotape — it’s like a town hall,” Hollander said. “We do all of those things on a regular basis because there are so many different avenues for learning, and there are any number of topics we’re trying to keep our staff apprised of.” “One of our challenges is getting folks together for a day or two days to learn something,” Williams said. “So, what we’ve been doing is working with managers do to a thing called ‘talent review,’ where all talent within an organization is assessed. And from the output of that talent review, we can identify common needs or areas where we can then provide group development to an intact team. So, a manager meets with one of us, and we do this facilitative review. From that, we have individual development plans emerge and then a group-development picture. And then, they’re committed to having an intact session to develop this one particular skill set identified in the talent review.” http://www.clomedia.com

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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