Chief Learning Officer- September 2008

a 1 percent reduction in voluntary turnover, or turnover at the initiative of the employee. Here, as in all of the items on the list, the key is not to identify a best practice of some other organization, but to develop a consensus with your senior management about the value of a 1 point improvement in retention. The same value consensus process must take place for employee engagement, productivity and customer satisfaction if these are agreed-upon outcome priorities for your organization. Many learning leaders are frozen about this management conver- webinars Thursday, Sept. 4, 2008 11AM PT/2PM ET Customer Training: 5 Ways to Fast-Track Your Programs in a Slow Economy Learn how to align customer learning with your business goals and create powerful marketing strategies that fill classrooms and increase training revenues. In this webinar, sponsored by Expertus, independent learning strategy consultant Tom Kelly and Mohana Radhakrishnan of Expertus will also share how to improve operational efficiency and the utility of your customer-facing learning systems. Why should we be surprised that we do not have measurements of the value created? We have not committed the resources to do the analysis. sation, particularly anticipation of item 2. The only way to answer the CFO’s head-scratcher is to show that the analysis takes “everything else” into consideration in deriving the relationship between the learning intervention and the value created. A brief statistical discussion is required at this point. In its most basic form, the value equation is represented by this simple equation: Y = b*X + Here Y is the dependent variable, the value being created. In the simplest case, Y could be the dollars of revenue or the value of improved retention or the incremental automobiles sold. X is the independent variable, the learning intervention. (Note: There can be multiple Ys and multiple Xs.) In the case of Chrysler’s sales consultant training, the X variable was 0 or 1 (e.g., either sales consultants received the training or they did not). The b variable is the unit value created by the learning intervention. In the Chrysler study, the value of b was 15.6 incremental vehicles sold per year for those sales consultants who received the training relative to those who did not receive the training. In the Chrysler study, Thursday, Sept. 18, 2008 11AM PT/2PM ET Sustaining a Culture of Excellence in Continuous Learning This webinar, sponsored by SkillSoft, addresses the importance of creating a learning program based on business strategy; the need for appropriate resources for self-directed, classroom-led and customized curriculum, mobile learning and blended learning solutions; and the critical nature of establishing metrics for tracking results beyond learner satisfaction. To register, go to: www.clomedia.com/events/webinars Now featuring “Quick Register” for returning attendees. http://www.clomedia.com/events/webinars

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

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