Chief Learning Officer - October 2007 - (Page 62)

TEAR DOWN T H E WA L L ! And let in accredited, results-oriented higher education to complement your corporate training while providing a real return on your investment. depends on the information available to the decision maker and will determine the outcome and level of impact the result of the decision will have on the organization. Business data not only facilitates the decision-making process but often dictates that some type of decision must be made. The Role of Learning and Performance Business data usually prompt organizational leaders to make critical decisions — business data incitechange, and whenever change takes place, learning solutions are sure to follow. The business data itself also might require the support of learning and performance to help managers understand the data in arriving at a decision. Recognizing and acting on the available data will add credibility and value for learning and performance, providing for more-targeted and result-driven learning solutions. Leveraging business data to develop more-effective learning solutions easily can enable the three categories of decisions types to drive better business decisions. Learning Based on Strategic Data The business data available for this type of decision is usually more complex and involved. The data itself requires deciphering because it involves many factors, and the decision-making process is more intense, affecting the organization as a whole. Learning solutions at this level are primarily informal and targeted. The learning solutions developed to support and help resolve the decision-making process are tied directly to the overall learning strategy and key performance indicators. This means a proposed learning solution at this level must cascade down through the organization and support the changes as they occur at the tactical and operational levels. For example, if some business data demonstrate a primary competitor is finding success with a new feature on one of its products, then your organization needs to evaluate how to act on this critical information. A change or modification in the business direction will affect your organization’s strategy, and your learning strategy will have to address the requisite changes and necessitate new learning requirements at all levels of the organization. Further, the outcomes of the learning initiatives you develop must be directly correlated to key performance indicators, usually through some type of strategic score card. The Jones Knowledge Group’s® Corporate University Solution transforms your company’s training and education expenses into a genuine return on your investment with: Corporate Rewards to reinvest your tuition assistance dollars back into your company’s private account for the development of custom content specific to your unique needs. Instructional Systems and Subject Matter designed to enhance your corporate training programs and LMS while helping your employees earn degrees, professional certificates and CEUs. Tools to Attract, Develop, and Retain Top Talent with a focus on career services and recruitment, succession planning and talent management strategies. To discover how to tear down your wall and achieve a return on your human capital investment, please call 888.756.7876 or visit jonesknowledge.com. Learning Based on Tactical Data As mentioned earlier, tactical decisions tend to use business data most of the time. Tactical data affects decisions that have direct implications on business and strategic objectives, especially in the short term. Tactical issues indicate how aligned or deviated the business is from its strategic objectives. As such, learning solutions based on tactical data should demonstrate tangible results and be http://jonesknowledge.com http://jonesknowledge.com

Table of Contents Feed for the Digital Edition of Chief Learning Officer - October 2007

Editor's Letter Table of Contents Letters to the Editor Taking the Lead Trends Best Practices Effectiveness Guest Editorial Elements of Social Media Arrive on the Learning Scene Trend Micro: Making Learning More Modular CLO Profile Learning’s Role in Talent Management INTTRA: Using Global Learning to Better Enable Talent Management Operationalizing Communities of Practice U.S. Army: Sharing Lessons from the Field Looking Back, Moving Forward Leveraging Business Data to Develop Strategic Learning Solutions Chrysler LLC: Metrics, Score Cards and Automobiles Advertisers' Index Editorial Resources Connecting the Dots: Recognizing Talent Development Differences at Nonprofits Nonprofits in Health Care: Learning at ENH Case Study Business Intelligence Case Study In Conclusion

Chief Learning Officer - October 2007

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