Assessment and Measurement

The 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).

Gone 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

Business as usual no longer applies. The routine is now the exception to the norm, and the familiar has become almost exotic. In short, the workplace is in a constant state of flux and stretch. What is perhaps startling is that it is nevertheless succeedi

This 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

Recently, Chief Learning Officer magazine put together and distributed a four-page survey seeking perceptions of current and subsequent issues affecting the future directions of CLOs. Although comprehensive and detailed, the survey wisely invited responde

Today’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.

It 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

If 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

Organizations 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

CLOs 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?

One sign of the increasing impact and scope of corporate learning today is that CLOs are starting to focus on risk-mitigation strategies. Budgets are being scrutinized, and learning executives are being asked to show a clear return on investment. With inc

More and more companies are turning to an outsourcing strategy for functions that do not directly contribute to mission-critical strategies that drive the success of the business.

Corporate learning has always been the poor relation of all the management disciplines. Some corporations simply don’t believe in it, preferring to buy knowledge and skills when needed. Others have a large training department for internal courses and a si

Donald 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