Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Management article
-
Reference no. R2001F
Published by: Harvard Business Publishing
Originally published in: "Harvard Business Review", 2020
Revision date: 15-Jan-2020

Abstract

In today's fast-changing business environment, employees' continual development is essential. That's leading to a new and more powerful role for chief learning officers: They're not just trainers anymore; they're transformers who are reshaping organizational capabilities and culture. The authors interviewed CLOs at 19 large companies and found that transformers are revamping their organizations' learning goals, learning methods, and learning departments. Their efforts offer a road map for anyone wishing to build a stronger workforce. With respect to learning goals, the aim should be not just to teach employees specific skills but to cultivate broader capabilities, including strong leadership, digital literacy, and a growth mindset. With respect to learning methods, the trend is to move away from traditional classroom instruction and adopt approaches that can provide learning to more employees, in more-customized ways. (Think online and audio courses, videoconferencing, interactive simulations, and formal opportunities for employees to reflect on and apply what they've been taught.) Finally, with respect to transforming learning departments, the key is to make them leaner, more agile, and more strategic by curating useful external content, encouraging peer teaching, measuring the impact of training, and providing tools to tailor learning plans to individuals.

About

Abstract

In today's fast-changing business environment, employees' continual development is essential. That's leading to a new and more powerful role for chief learning officers: They're not just trainers anymore; they're transformers who are reshaping organizational capabilities and culture. The authors interviewed CLOs at 19 large companies and found that transformers are revamping their organizations' learning goals, learning methods, and learning departments. Their efforts offer a road map for anyone wishing to build a stronger workforce. With respect to learning goals, the aim should be not just to teach employees specific skills but to cultivate broader capabilities, including strong leadership, digital literacy, and a growth mindset. With respect to learning methods, the trend is to move away from traditional classroom instruction and adopt approaches that can provide learning to more employees, in more-customized ways. (Think online and audio courses, videoconferencing, interactive simulations, and formal opportunities for employees to reflect on and apply what they've been taught.) Finally, with respect to transforming learning departments, the key is to make them leaner, more agile, and more strategic by curating useful external content, encouraging peer teaching, measuring the impact of training, and providing tools to tailor learning plans to individuals.

Related