Chief Learning Officer- September 2008 - (Page 9) TABLE OF CONTENTS SEPTEMBER 2008 52 Features 46 ON THE WEB 22 www.clomedia.com Communicate With Management to Gain Support Dale L. Klamforth Getting and retaining management support for the learning function is essential in today’s economic environment. Now more than before, the CLO must make certain that learning’s contributions to the organization are recognized and respected. 22 Lifestyle Learning: Improve the Bottom Line With Behavioral Education Agatha Gilmore Academic education and professional degrees can impart the technical expertise necessary for on-the-job success, but ultimately, work styles and techniques are what drive productivity. 32 IOL: Determining the Impact of Learning Jim Naughton For as long as learning has played a prominent role in organizations, metrics have played a prominent role in learning. If CLOs want to be among the heavy hitters at their organizations, they’ll have to make reliable and meaningful measurement a priority. 38 Mission Accomplished? Measuring Success of Corporate Universities Susan M. Todd Measurement science at corporate universities still is evolving. But as corporate executives increasingly turn to universities as strategic partners, university leaders must ensure that what and how they measure progresses beyond narrow measures to sophisticated talent development metrics. 46 52 Value Creation With Human Capital Investment Michael E. Echols, Ph.D. Value is pretty straightforward when it comes to capital assets. When it comes to human capital, measuring value becomes more difficult. Still, it can be done in a way that makes sense for business leaders. Learning or Performance Enhancement: Which Is It? Mark Brenner To create a high-performance organization, learning leaders must focus on behavioral and interpersonal strategies. Although the specifics vary from company to company, this always is accomplished one individual at a time. http://www.clomedia.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 Chief Learning Officer- September 2008 Chief Learning Officer- September 2008 - Chief Learning Officer (Page Cover1) Chief Learning Officer- September 2008 - Chief Learning Officer (Page Cover2) Chief Learning Officer- September 2008 - Chief Learning Officer (Page 3) Chief Learning Officer- September 2008 - Editor’s Letter (Page 4) Chief Learning Officer- September 2008 - Editor’s Letter (Page 5) Chief Learning Officer- September 2008 - Editor’s Letter (Page 6) Chief Learning Officer- September 2008 - Editor’s Letter (Page 7) Chief Learning Officer- September 2008 - Editor’s Letter (Page 8) Chief Learning Officer- September 2008 - Contents (Page 9) Chief Learning Officer- September 2008 - Contents (Page 10) Chief Learning Officer- September 2008 - Contents (Page 11) Chief Learning Officer- September 2008 - Connections (Page 12) Chief Learning Officer- September 2008 - Connections (Page 13) Chief Learning Officer- September 2008 - Imperatives (Page 14) Chief Learning Officer- September 2008 - Imperatives (Page 15) Chief Learning Officer- September 2008 - Selling Up, Selling Down (Page 16) Chief Learning Officer- September 2008 - Selling Up, Selling Down (Page 17) Chief Learning Officer- September 2008 - Strategies (Page 18) Chief Learning Officer- September 2008 - Strategies (Page 19) Chief Learning Officer- September 2008 - Take Five (Page 20) Chief Learning Officer- September 2008 - Take Five (Page 21) Chief Learning Officer- September 2008 - Lifestyle Learning: Improve the Bottom Line With Behavioral Education (Page 22) Chief Learning Officer- September 2008 - Lifestyle Learning: Improve the Bottom Line With Behavioral Education (Page 23) Chief Learning Officer- September 2008 - Tracom’s Social Style Model (Page 24) Chief Learning Officer- September 2008 - Tracom’s Social Style Model (Page 25) Chief Learning Officer- September 2008 - Tracom’s Social Style Model (Page 26) Chief Learning Officer- September 2008 - Tracom’s Social Style Model (Page 27) Chief Learning Officer- September 2008 - CLO Profile (Page 28) Chief Learning Officer- September 2008 - CLO Profile (Page 29) Chief Learning Officer- September 2008 - CLO Profile (Page 30) Chief Learning Officer- September 2008 - CLO Profile (Page 31) Chief Learning Officer- September 2008 - IOL: Determining the Impact of Learning (Page 32) Chief Learning Officer- September 2008 - IOL: Determining the Impact of Learning (Page 33) Chief Learning Officer- September 2008 - Communicating With the Boss About Impact (Page 34) Chief Learning Officer- September 2008 - Communicating With the Boss About Impact (Page 35) Chief Learning Officer- September 2008 - Communicating With the Boss About Impact (Page 36) Chief Learning Officer- September 2008 - Communicating With the Boss About Impact (Page 37) Chief Learning Officer- September 2008 - Mission Accomplished? Measuring Success of Corporate Universities (Page 38) Chief Learning Officer- September 2008 - Mission Accomplished? Measuring Success of Corporate Universities (Page 39) Chief Learning Officer- September 2008 - Borrowing Measurement Practices From Investors (Page 40) Chief Learning Officer- September 2008 - Borrowing Measurement Practices From Investors (Page 41) Chief Learning Officer- September 2008 - Borrowing Measurement Practices From Investors (Page 42) Chief Learning Officer- September 2008 - Borrowing Measurement Practices From Investors (Page 43) Chief Learning Officer- September 2008 - Borrowing Measurement Practices From Investors (Page 44) Chief Learning Officer- September 2008 - Borrowing Measurement Practices From Investors (Page 45) Chief Learning Officer- September 2008 - Value Creation With Human Capital Investment (Page 46) Chief Learning Officer- September 2008 - Value Creation With Human Capital Investment (Page 47) Chief Learning Officer- September 2008 - Business Impact Analysis at Chrysler (Page 48) Chief Learning Officer- September 2008 - Business Impact Analysis at Chrysler (Page 49) Chief Learning Officer- September 2008 - Business Impact Analysis at Chrysler (Page 50) Chief Learning Officer- September 2008 - Business Impact Analysis at Chrysler (Page 51) Chief Learning Officer- September 2008 - Learning or Performance Enhancement: Which Is It? (Page 52) Chief Learning Officer- September 2008 - Learning or Performance Enhancement: Which Is It? (Page 53) Chief Learning Officer- September 2008 - Learning or Performance Enhancement: Which Is It? (Page 54) Chief Learning Officer- September 2008 - Learning or Performance Enhancement: Which Is It? (Page 55) Chief Learning Officer- September 2008 - Learning or Performance Enhancement: Which Is It? (Page 56) Chief Learning Officer- September 2008 - Best Practices in Global Project Management Training (Page 57) Chief Learning Officer- September 2008 - Case Study (Page 58) Chief Learning Officer- September 2008 - Case Study (Page 59) Chief Learning Officer- September 2008 - Case Study (Page 60) Chief Learning Officer- September 2008 - Case Study (Page 61) Chief Learning Officer- September 2008 - Business Intelligence (Page 62) Chief Learning Officer- September 2008 - Business Intelligence (Page 63) Chief Learning Officer- September 2008 - Business Intelligence (Page 64) Chief Learning Officer- September 2008 - Editorial Resources (Page 65) Chief Learning Officer- September 2008 - In Conclusion (Page 66) Chief Learning Officer- September 2008 - In Conclusion (Page Cover3) Chief Learning Officer- September 2008 - In Conclusion (Page Cover4)
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