[German title: Chief Learning Officer Magazine, 7/2007 (Translate text to: Deutsch)]
Chief Learning Officer Magazine
Volume 5, Issue 27, July 16, 2007
A World of Differences: Train and Maintain Your Global Workforce
To improve workforce connections, reduce global turnover and increase efficiency across the organization, localized and globally consistent employee training is necessary. It also can increase the productivity of a successful business.
Linking Learning Strategy to the Balanced Score Card
Ajay M. Pangarkar, CTDP, and Teresa Kirkwood, CTDP
Initially introduced in the early 1990s as a way to help companies translate their corporate mission to all levels of an organization, the balanced score card has evolved into a strategic change management and performance measurement process.
Learning Portals: Supporting Corporate Objectives
Ted Forbes and Brian Gruber
In today’s Web-savvy world, the technology to develop user control offers the best opportunity for improved learning and productivity. That’s a far cry from the prevailing approach of only a few years ago, and it says much about how we have evolved from intranets to portals.
Seven Best Practices CLOs Must Master
As the CLO’s role has evolved, the expectations of learning leaders have grown, as well. Despite this growth, CLOs need to keep a close watch on their basic competencies. To achieve and maintain success, CLOs must master seven best practices.
Ethics Training: New Needs, New Times
How does the leader of an organization set an example and instill ethics into the fabric of everyday business? How does an organization go from just a profitable company to one that is also values-based? It’s no wonder ethics training is becoming mandatory.
Alan A. Malinchak: Launching ManTech International’s Corporate University
As a former special agent, administrator and educator for the FBI, Alan A. Malinchak understands what it takes to meet objectives under adverse conditions. As ManTech International’s first chief learning officer, he managed to launch a corporate university, despite a shoestring budget, virtually no staff and a global employee population.
Rubbermaid: An Airtight Container of Learning
Over the past year, Newell Rubbermaid has grown into a $6 billion-a-year, global enterprise. But with that growth comes increased learning challenges. It’s up to Mike Perkins, e-learning manager for the Newell Rubbermaid-Rubbermaid/IRWIN Group, to develop e-learning initiatives for the company’s 28,000 employees.
Blended Delivery: Mixing Modalities
Today, blended learning refers to the range of delivery options available to learning professionals, including classroom-based, instructor-led training; synchronous or asynchronous e-learning; portable technologies and on-the-job training. With so many alternatives available, how do CLOs determine the best mix?
Five Approaches to Collaborative Learning
Selling Up, Selling Down
The New Knowledge Worker: Enabling the Next Generation
Podcasting for Learning
The CEO-CLO Partnership: Making the Most of the Learning Agenda
Onboarding for the Net Generation
Jeanne C. Meister
Life as We Know it is About to Change
Global Demands Drive Enhanced E-Learning Development
Ernst & Young Ethics Training:
Part of the Company Fabric
Higher Learning, Corporate Style:
How Capital One University Developed Seamless Portals
Strategic Alignment and the Balanced Score Card:
Lessons from Aliant
CLO as Diplomat
Human Resources: Culture Stewards in High-Performing Companies
What creates high-performing companies? It’s a question every customer, investor and employee tries to answer, and one that academics and business theorists study and debate incessantly.
Simulation-Based Training: The Evidence is In
As simulation-based training has made the transition from high-cost, dedicated hardware systems to inexpensive, PC-based, virtual training solutions, and as a new generation of developers and managers has entered the industry (often with backgrounds in video game development), we have been unaware of the considerable research already in existence that documents the effectiveness of what we were building.
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