Chief Learning Officer - November 2007 - (Page 59)

business intelligence one of CLOs’ key investment areas. Simulations and the use of gaming environments are stimulating increased investment in a broad range of e-learning-related investments. • Leadership and executive development: As baby boomers retire, learning and development professionals must continue to prepare the next generation of executives to succeed the departing leaders. Leadership training (the core component of executive development) increasingly is becoming an investment priority for larger companies. Combined with mentoring and job rotations, leadership development increases retention among mid- and senior-level executives, and it helps enterprises ensure the talent and experience they require will be available when its needed. • Workforce performance management (WPM): Because company executives recognize learning is a key enabler of all corporate strategy, organizations use performance management technologies and activities to integrate targeted and relevant learning with business objectives. Knowledge management is another investment priority that responds to the challenges aging baby boomers present. Knowledge management systems and processes are used to capture processes, skills and context often lost when experienced employees retire. Figure 1: Training Budget Comparisons 2002 – 2007 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 2002 to 2003 2003 to 2004 2004 to 2005 2005 to 2006 2006 to 2007 Remain the Same Increase Figure 2: Top Learning Investment Areas Diversity training Re-skilling of existing T&D personnel Advertising and marketing External learning services suppliers Hiring new T&D personnel Investment in learning technologies Design and development of in-house training Performance management Leadership and executive development e-Learning 0% 10% 20% 30% 40% 50% 60% Despite Saturation, LMS is Still a Key Investment The LMS remains the single most important technology investment for companies. Nearly 50 percent companies will continue to invest in their LMS. (See Figure 3) Homegrown or manual systems remain a source of frustration for companies of all sizes: “We’re carving tracking data into a rock with a piece of dinosaur bone at the moment we need [an LMS].” Even companies that already have an LMS plan to upgrade capabilities, consolidate into one enterprisewide system, integrate with Figure 3: Top Learning Technology Investments Training Analytics Applications Content-Authoring Software Workforce Performance Management System Collaborative Software Learning Management System Other 0% 10% 20% 30% 40% 50% 59 November 2007 I www.clomedia.com I Chief Learning Officer Learning Content Management System http://www.clomedia.com

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Chief Learning Officer - November 2007 Editor's Letter Table of Contents Imperatives Selling Up, Selling Down Strategies Take Five Rediscovering the Essence of Learning Cornell University Maintains Productivity While Pursuing Higher Education CLO Profile How Loyalty and Employee Engagement Add Up to Corporate Profits A Strategic Foundation The Evolution of the LMS Ariba: Growing Sales Skills in Conjunction with LMS Technology Leveraging Change to Build Productivity Equinox Fitness: Leveraging Change to Build Productivity Tangibles or Intangibles: Where’s Your Value? Raising the Stakes: The Strategic Role of the CLO Case Study Business Intelligence Case Study Advertisers' Index Editorial Resources In Conclusion

Chief Learning Officer - November 2007

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