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Chief Talent Officer : the Evolving Role of the Chief Learning Officer.

Author: Jack Phillips; Patricia Phillips; Tamar Elkeles
Publisher: Florence : Taylor and Francis, 2016.
Edition/Format:   eBook : Document : English : 2nd edView all editions and formats
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Genre/Form: Electronic books
Additional Physical Format: Print version:
Phillips, Jack.
Chief Talent Officer : The Evolving Role of the Chief Learning Officer.
Florence : Taylor and Francis, ©2016
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Jack Phillips; Patricia Phillips; Tamar Elkeles
ISBN: 9781317749349 1317749340
OCLC Number: 966475595
Notes: Southeast Corridor Bank.
Description: 1 online resource (481 pages)
Contents: Cover; Title; Copyright; Contents; Expanded table of contents; Figures and tables; Preface; Acknowledgements; Author biographies; Foreword from Norm Kamikow (from the first edition); Tribute to Norm Kamikow --
Tamar Elkeles; Foreword from Mike Prokopeak --
Editor, Chief Learning Officer magazine; Foreword from Tony Bingham --
CEO, ATD; Foreword from Peter Cheese --
CEO, CIPD; In the beginning & 1 The chief talent officer: evolution, trends, and opportunities; Opening stories; The changing role of the CLO; Learning is the business at ADP; The role of the CLO; Challenges and changes. Top executive inputThe CLO evolution; What's in a name?; Evolution of the CLO's role; Current status of the CLO; Job requirements; The CEO input; Advice for CLOs; The development of the CLO; New roles; The consequences of failure; The rewards of success; The cost of an unprepared workforce; Skill gaps; Challenges with talent development; Lack of alignment with business needs; Failure to recognize non-learning solutions; Lack of specific direction and focus; The solution is too expensive; Regarding formal learning as an event; Participants are not held accountable for results. Failure to prepare the job environment for learning transferLack of management reinforcement and support; Lack of commitment and involvement from executives; Failure to provide feedback and use information about results; Learning from disappointment; Final thoughts; References; 2 Developing the strategy; Opening story; EDF energy; The importance of linking learning to strategy; What's our business; Influences; Human capital is critical; The chief financial officer's perspective; Strategic roles; Strategic planning process; Develop a vision for value; Establish mission/purpose. Define the audiences for best resultsOrganize for results; Human capital strategy; Typical human capital strategy; Human capital strategy reflecting today's climate; Final thoughts; References; 3 Setting the investment level; Opening stories; Costco; Trader Joe's; Quiktrip; Let others do it; Basic strategy; Employing temporary and contract workers; Outsourcing; Invest the minimum; Basic strategy; Forces driving the strategy; The cost of turnover; Advantages and disadvantages; Invest with the rest; Benchmarking basics; The elusive best practice; Benchmarking sources. Creating a custom benchmarking projectDetermining what to benchmark; Building the benchmarking team; Identifying benchmarking partners; Collecting benchmarking data; Analyzing the data; Distributing information to benchmarking partners; Initiating improvement from benchmarking; Advantages and disadvantages; Invest until it hurts; Signs of overinvesting; Forces driving this strategy; Concerns; Invest as long as there is a payoff; The ROI strategy; Forces driving change; Advantages and disadvantages; Final thoughts; References; 4 Aligning learning to business needs; Opening story.

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'Whether you are new to the profession or aspiring to understand the business of learning, the practical insights, best practices, and road maps in this book will help you add more value to the Read more...

 
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