Chief Learning Officer- September 2008

learning. Companies such as Raytheon, John Deere, Caterpillar and others recognize they need to apply the same rigor to talent decisions as they do when they make the investment to take a product from concept to production or open a business in a new region. Organizations at the optimization stage are pursuing entirely new ideas about how to measure the value of learning, often by illustrating a causal relationship between learning and talent readiness, the total value of talent and the ﬁrm’s latent growth potential. Measurement Frameworks and Operational Efﬁciency New approaches require universities to illustrate cause-and-effect relationships in talent development metrics and help organizations ﬁnd blockages in the talent development processes, in addition to how the corporate university is performing its role as a strategic resource. That doesn’t mean that the Kirkpatrick and Phillips models aren’t valuable, but it is important to realize they are looking at individual and group performance in a narrower way, not in the way most senior executives need to see today. Many corporate universities also pursue continual improvement. They measure their operational efﬁciencies against industry benchmarks such as investment per employee. They also look for opportunities to shift tactical work to external partners to increase their focus on more strategic work. Other practices analyze efﬁciency of back-ofﬁce operations, partner networks and training delivery strategies. Learning and talent management practices rapidly are moving up the strategic value curve, becoming essential elements of sustained business success. As they do, executives will turn to learning and talent experts to support decision making on business growth plans and to make assignments into critical roles. The rate of innovation, particularly in measurement practices, must move at a much faster pace to better position learning and talent as a key support function on par with the ﬁnance, technology and marketing groups. CLO Susan M. Todd is president and CEO of Corporate University Xchange. She can be reached at editor@clomedia.com. A More Productive Estate of Mind Clear communication, enhanced retention and inspiring surroundings lead to better productivity. With a dedicated learning environment, free from distraction and engineered for effective exchange, training becomes more valuable and rewarding. Discover how Tarrytown House Estate & Conference Center can put your group in a more productive Estate of Mind. 866.389.2805 | tarrytownmeetings.com 49 East Sunnyside Lane, Tarrytown, NY 10591 Chain Code: DN http://tarrytownmeetings.com http://tarrytownmeetings.com

Table of Contents Feed for the Digital Edition of Chief Learning Officer- September 2008

Chief Learning Officer Editor’s Letter Contents Connections Imperatives Selling Up, Selling Down Strategies Take Five Lifestyle Learning: Improve the Bottom Line With Behavioral Education Tracom’s Social Style Model CLO Profile IOL: Determining the Impact of Learning Communicating With the Boss About Impact Mission Accomplished? Measuring Success of Corporate Universities Borrowing Measurement Practices From Investors Value Creation With Human Capital Investment Business Impact Analysis at Chrysler Learning or Performance Enhancement: Which Is It? Best Practices in Global Project Management Training Case Study Business Intelligence Advertisers’ Index Editorial Resources In Conclusion

For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.