Articles by Kellye Whitney
Diversity and Inclusion: A Partner for Learning
Diversity and learning leaders need to work together.
Embrace Learning As a Driver for Change, Inclusion
Stop, look and listen. There’s a lot to learn at Symposium.
The Case of the Sleepless Learner
Lack of sleep has a huge impact on you and how you learn.
Why Learning Leaders Are Perfect For HR Roles
Although the titles change, the skills to lead remain the same.
The Problem Between Higher Ed and Millennials
The divide between what schools teach and what companies need is not only impacting Gen Y's job prospects but also the rest of the world's future.
It’s All About Performance Support
At Loweâ€™s, which lands a spot at No. 10 in the LearningElite, learning leaders partner with key cross-functional executives around the enterprise to ensure learning is results driven and focused on employee success.
VF Corp.’s Ron Lawrence: Conduit Between Learning and Human Capital Management
Those who lead the learning function often find themselves acting as a bridge between various parts of the organization.
INTTRA: Using Global Learning to Better Enable Talent Management
Learning has a way of making its presence known in business.
Watch Out, Leaders — Iceberg Ahead
The iceberg analogy (you can see only 10 percent above the surface, and the danger lies in the 90 percent hidden below the water) plays into a common CLO challenge for leadership development: How do you develop competencies in that hidden 90 percent?
Six Knowledge Gaps to Watch Out For in Business Leaders
CLOs, be warned: There are several seemingly inescapable skill gaps to guard against when developing high-potential leaders. Future business leaders might lack six critical knowledge areas because today’s workers tend to stay within a functional area for
EAP Training Growing More Popular
It seems as if you can hardly take a deep breath these days without reading about corporate work-life balance initiatives or their similar sibling, the employee assistance program (EAP).
Leadership Deficiencies: Problems Often Start at Top
No leader wants to admit he or she is responsible for cultural or organizational problems, but often that’s exactly the case — organizations frequently reflect the character of the individual at the top.