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2007 Learning In Practice Award Winners
In this special section, we recognize individuals who embody key attributes in learning and development.
About the 2007 Chief Learning Officer Learning In Practice AwardsIn his keynote address preceding this year’s Learning In Practice awards ceremony, held during Chief Learning Officer magazine’s Fall 2007 Symposium in Tucson, Ariz., 2006 CLO of the Year David Vance talked about how employee development creates real economic value. He noted that because of learning’s relationship to workforce productivity, its impact on organizations can be immense.
The editors of Chief Learning Officer magazine created the Learning In Practice awards for that reason: to recognize learning leaders who have improved performance in their enterprises through a combination of leadership, vision, business acumen and strategic alignment.
In this special section, we recognize individuals who embody those attributes, and were judged by a select group of their peers as this year’s Learning In Practice award winners.
Chief Learning Officer recognized winners in each of the following categories:
The Business Impact Award recognizes learning executives who have demonstrated the positive impact of their workforce development programs on the enterprise in the past year, and compiled clear and reliable evidence to support those. Typical gauges of success involve Phillips Level 5, return on investment, cost savings, time to competency, improved productivity and testimonials from high-level executives.
The Innovation Award recognizes learning executives who have sought out and successfully applied emerging technologies and/or methodologies to create a stimulating and engaging combination of content and modalities in the past year. Some of these include simulations, games, podcasts, streaming video, blogs and wikis, as well as creative variations on e-learning, m-learning and other established modalities.
The Leadership Award recognizes learning executives who have demonstrably extended their power and influence within their organization and/or established themselves as leaders within their enterprise in the past year. This includes (but is not limited to) frequent and regular contact with the CEO and CFO (or equivalent) and increased responsibilities for the learning function that fall outside its traditional purview.
The Next Generation of HR: What’s Wrong? What’s Right?
May 23rd 1:00pm - 2:00pm CT
2013 CLO Breakfast Club, Boston
September 12th - 12th, 2013The Westin Copley Place
Fall 2013 CLO Symposium
September 30th - October 2nd, 2013Rancho Las Palmas Resort & Spa
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