Chief Learning Officer magazine is a trademark of Mediatec Publishing Inc. All clomedia.com and Chief Learning Officer magazine content Copyright 2012 MediaTec Publishing Inc. All Rights Reserved. It is illegal to copy, reproduce or publish any information contained on clomedia.com or in Chief Learning Officer magazine without express written permission from MediaTec Publishing Inc.
performance management
Page 1 of 6, showing 50 records out of 255 total, starting on record 1, ending on 50
Fred Harburg--Connecting Motorola with Learning
Tim Sosbe 11/1/02If you have the chance to read Fred Harburg�s resume, you�ll find a rather impressive listing of positions. Prior to becoming chief learning officer and president of Motorola University, Harburg�s past boasts organizations like IBM, Saturn, Disney, G
The Killer App for Managing Talent
Clomedia.com Editor 11/1/02“The most valuable asset of a 21st-century institution, whether business or nonbusiness, will be its knowledge workers and their productivity.” – Peter Drucker, “Management Challenges for the 21st Century”
Moving From Learning to Performance
Clomedia.com Editor 1/6/03A more effective way of transferring what was learned during training to on-the-job performance may require a change in the way we think about what learning is. For many, learning is defined as “acquiring new knowledge.” In today’s results-oriented world,
Development as a Retention Tool
John C. Scott, Ph.D. 1/6/03In today’s volatile economy, corporations are continually looking for innovative ways to enhance shareholder value and improve bottom-line results. While there have been a variety of strategies implemented to achieve these goals, successful organizations
E-Learning Drives Growth at First Data
Christi A. Olson, Ph.D. 1/6/03Corporations attempting to implement aggressive revenue growth goals find it necessary to work powerfully from within to implement the changes that will bring these goals to reality. Creating change, managing change, directing change—these are the actions
Training/Learning: What Fits Your Company?
Maryann Billington 1/6/03Imagine being at the helm of a good-sized sailing yacht. The calm has given way to strong wind gusts, fog and stormy seas. You must rely on the skills of the crew, limited resources, navigation equipment and common sense to safely guide you and your crew
Organizing Enterprise-Wide E-Learning and Human Capital Management
Clomedia.com Editor 3/28/03In this global and hyper-competitive knowledge economy, the real value of a chief learning officer is not his or her expertise in learning or leadership development or even technology—it is rather the ability to link such things to an overall enterprise-w
Pitney Bowes: Transformation for Success
Bernadette Racicot, Ph.D. 5/1/03Since its beginnings in 1920 when Arthur Pitney and Walter Bowes invented the postage meter, Pitney Bowes has evolved into a $4.1 billion global provider of integrated mail and document management solutions. It’s hard to believe that a company whose produ
Minolta: Developing a Quality Team
Emily Hollis 5/1/03With approximately 6,000 in-house and dealer-affiliated service technicians to train, Minolta’s Business Products Group (BPG) has had to innovate in order to keep up with frequent new-product rollouts. Minolta is a leading manufacturer of image informatio
The Enterprise LMS Market: Where Are We Now?
Clomedia.com Editor 4/9/03Given the state of the enterprise e-learning market, evaluating and selecting the right vendor has never been more difficult. Global 2000 organizations have moved away from HR-centric enterprise learning and are instead focused on smaller, leaner LMS depl
Bridging the Apathy Gap
Kevin Kruse 5/1/03It’s probably safe to say that you are already a true believer. You believe that learning, knowledge management and investing in human capital leads to competitive advantage in this rapidly changing information economy, right? And your peers and colleague
Cathay Pacific Airways: Taking Off With E-Learning
Emily Hollis 7/1/03Cathay Pacific Airways was founded in 1946 and since then has grown its business to encompass nearly 50 destinations in 29 countries. When Cathay Pacific Airways invested more than $250 million in e-business, a part of that change in the company’s strateg
American Standard: Tracking the Bottom-Line Impact
Chani Pangali, Ph.D. 7/1/03American Standard may be best known for its white porcelain toilets, but the Piscataway, N.J.-based corporation encompasses far more. In fact, plumbing products account for barely a quarter of the annual revenues of American Standard Cos., an organization
Xerox Global Services Drives Quality With Six Sigma
Emily Hollis 7/1/03Corporate learning serves the organization best when it ties in with company-wide goals and initiatives.
Learning Leaders Collaborate Through LearnShare
Kellye Whitney 8/28/03Chief learning officers and other learning leaders know the value of sharing knowledge and best practices—it’s a large part of what they enable their organizations to do.
Outsourcing Enterprise Learning
Jeanne C. Meister 9/4/03The business process outsourcing (BPO) market has been a reality for decades. Many of the core functions of a corporation, such as information technology, retirement and payroll processing, have been outsourced. Now, the issue on the minds of chief learni
October 2003
Clomedia.com Editor 10/1/03Managing Education to Maximize Impact
Robert O. Brinkerhoff, Ed.D., and Glenn Jackson 10/1/03Many years of evaluating many training initiatives in many different companies has made one fact very clear: Sometimes training works very well to help achieve business results, and sometimes (unfortunately many times) it does not. It is also becoming cle
Deb Capolarello: Managing Culture Change at MetLife
Emily Hollis 10/1/03With a career history that includes multiple cross-functional roles, Deb Capolarello, senior vice president and chief learning officer for MetLife, knows the value of varied experience. A teacher by education, Capolarello entered the corporate education w
Elevating Performance Management
Anthony Deighton 10/1/03As companies struggle with the many realities of today's business world, business leaders are finding a need to shift their strategies in order to stay competitive.
Cliff Purington: Education Blasts Off at Rockwell Collins
Tim Sosbe 10/30/03Spend a few minutes with Cliff Purington, director of learning and development for Rockwell Collins, and you’ll meet a different kind of chief learning officer. Purington’s got the right pedigree—reared in organizational development—and demonstrable talen
Docent and Click2learn to Merge
Emily Hollis 10/29/03Fidelity Investments to Acquire TEDS
Emily Hollis 12/3/03Caterpillar: Building Best Practices in E-Learning
Jean-Francois Goldstyn 1/2/04Caterpillar Inc. is a Fortune 100 company with 67,000 employees working in nearly 250 facilities around the globe. A technology leader and the world’s leading manufacturer of construction and mining equipment, diesel and natural gas engines and industrial
BC Hydro: The Power of Learning
Emily Hollis 1/2/04BC Hydro, one of the largest electric utilities in Canada, serves more than 1.6 million customers with electricity generated at over 30 hydroelectric and thermal power plants. As an electric utility, the company is required to comply with government-manda
Working Partners: The CLO and the Executive Team
Jack Bowsher 2/2/04A great complaint often heard at meetings of chief learning officers is the lack of involvement by senior executives in support of employee training programs, which leads directly to inadequate resources. How can this situation be reversed?
Performance Coaching: The Missing Link to Level 3 Impact
Jennifer Long 2/2/04Donald Kirkpatrick single-handedly delivered to the training and development community a way to formally evaluate an organization’s investment in learning way back in 1959. His four-level model has stood the test of time as being the cornerstone approach
Aligning Learning With Strategy
Cassandra A. Frangos 3/1/04CLOs are pressured to justify their investments in learning. A CLO always has to answer the CEO’s questions: Why should we invest in this learning program, and how will it help us execute our strategy? And how can we measure the return on this investment?
Flying in Formation: The Organizational Commitment of Training and Development
Michael Brennan 3/1/04Organizations around the world continue efforts to maximize the productivity of their employees in the face of competitive, legislative and socioeconomic change. More and more, senior learning professionals are being asked to enhance employee performance
Why Training Spending Levels Don't Matter Anymore
Nick Van Dam 3/27/04Kevin Wilde: Providing Food for Thought at General Mills
Kellye Whitney 3/27/04If you work with kiddie cereals and yogurt for a living, it pays to have a sense of humor and a sweet tooth. If you're responsible for educating 27,000 employees worldwide, it also pays to have a flexible attitude and a committed plan for training and de
Chief Learning Officer for What?
Dr. Cabot L. Jaffee Sr. 4/28/04In charting a new course for the chief learning officer, many complex issues should be addressed and indeed the position should be the most productivity-critical one within an organization. The following areas include some that are often neglected and oth
Talent Management: Valuing Human Capital
Jeffrey Berk 4/28/04It is the job of the learning organization to mold individuals to maximize their potential, to help employees find their true talents and leverage them on the job, and to arm the workforce with the knowledge and skills necessary to perform in an exception
The Evolution of the CLO
Anthony Deighton 6/2/04Today’s successful organizations must focus on aligning learning and employee development with strategic initiatives. To achieve this goal, learning activities must be integrated into the business processes that drive organizational performance.
Norwich Union: Cutting Contracting Costs
Donald Taylor 6/2/04Norwich Union is part of Aviva, the world’s seventh largest insurer and the biggest in the United Kingdom. Formed by the merger of several large insurance companies in the late ’90s, Aviva has premium income and investment sales of more than $50 billion a
Fujitsu Siemens Computers: Processing Learning Success
Emily Hollis 6/2/04Fujitsu Siemens Computers was formed in 1999 through a joint venture of Fujitsu Limited and Siemens AG. It is Europe’s leading computer company, offering a range of computer technology and IT infrastructure solutions. But with thousands of employees speak
Capturing Learning Opportunities
Clomedia.com Editor 6/2/04Businesspeople often ask us what it takes to survive and profit in competitive and volatile market conditions. The common solution is to offer improved products and services. This is partially true. However, improvements are only the expected results, not
Chief Learning Officer, First Citizens Bank
Kellye Whitney 6/16/04This position directly manages the delivery of learning solutions for the organization. To accomplish this, the incumbent continually assesses the need for learning solutions as dictated by corporate goals and initiatives and ensures proactive delivery of
Performance-Based Succession Planning
Barbara O. Lewis, Ph.D. 7/1/04Developing direct reports is the responsibility of each and every supervisor. Succession planning provides a direct and easy-to-follow model for strategic talent management. Viewing employee development from the organizational perspective of succession pl
Using Models to Manage Strategic Learning Investments
Clomedia.com Editor 7/30/04Gone are the days of technologies looking for a problem to solve. Today, technology investments must be strategic and driven by an organization’s business focus. However, not everyone fully realizes the strategic importance of technology investments
HR Critical to Align Workforce Performance With Organizational Goals
Kellye Whitney 8/25/04The human resources function is critical to optimize workforce performance and connect learning with organizational goals and objectives in the manufacturing industry, according to a new PeopleSoft customer survey on human capital management (HCM).
Governing Learning & Development
Michael Brennan 8/30/04Every other month, we administer a brief Web-based survey to CLO magazine’s Business Intelligence Board (BIB) on a variety of topics to gauge the issues, opportunities and attitudes that make up the diverse role of a senior learning executive. For this mo
Deutsche Bank: Building Global Learning
Emily Hollis 8/30/04Deutsche Bank, a global firm with almost 70,000 employees, offers financial services in 74 countries, competing to be a leading global provider of financial solutions. The firm offers services in corporate banking and securities, transaction banking, asse
Kathy Sutter: Creating a Balanced Toolkit for Learning
Kellye Whitney 9/28/04Office Depot offers endless rows of colorful pens, folders and gadgets designed to make working easier, more organized and efficient. A former schoolteacher for grades 4-8, Kathy Sutter, vice president of leadership development and global learning for Off
Centralizing Back-Office Functions Means More Money for Learning
Kellye Whitney 10/13/04Outsourcing corporate back-office functions means significant bottom-line savings in learning. The back office involves the set of services that can be centralized into a shared-service model and done in a repeated fashion.
Jane Hutcheson: Banking on a Learning Culture
Kellye Whitney 11/2/04Today’s learning must keep up with business demand and strategy. As vice president of learning and development for Toronto Dominion Bank Financial Group, Jane Hutcheson ensures education is a top-priority investment.
Technology-Driven Development Pathways
Jason Averbook 11/2/04Organizational development has been an on-again, off-again trend, but it is still an important consideration in learning. CLOs leverage technology to develop the organization and drive the business forward.
Managing Performance Through Learning
Bobby Yazdani 12/1/04Education is important to the organization’s advancement, but the CLO must go beyond learning offerings to ensure education is designed to improve individual and organizational performance.
CornerStone Propane: Nurturing Diversity With Perceptual Styles Training
Gregory Gamble 12/1/04Built principally through acquisitions, Cornerstone Propane had a diverse workforce with a wide range of philosophies. Perceptual styles training helped establish a common thread of understanding and purpose.
Leading Business Change: Gold Award
Kellye Whitney 12/1/04
