Hiring a Chief Learning Officer?

This past month has been a busy one.  I have found myself in discussions with a number of companies that are seeking a Chief Learning Officer (CLO), or the equivalent.  Many of the discussions have originated with the company’s need to move their internal training; up from some ad hoc structure into a more highly systematized educational system.

What has surprised me is the hesitancy of the companies in taking the ‘step’ to a true training program, and hiring the CLO who would be responsible for it.  It seems that many of these firms [and their management] look at training as a ‘cost center’ and has minor or irrelevant impact on the profitability of the firm.   They could not be more mistaken.

It has been my response to point out the four main attributes to a high-end training program.  These attributes are often overlooked and lost on management.  The reasons for the short-sightedness may be many, but seem to cluster around:

1) Rapid ramp-up for new employees — getting them up-to speed in dramatically quick fashion.  Far to many companies do not recognize or even tracking the value of taking new hires and fail to measure the value in  reducing the time it takes to make them proficient and revenue creating.  Far to many management teams treat this function as an HR program.  Wrong, wrong, wrong.  This is a sales and marketing matter.  Improving the time it takes to making an employee a revenue generating component is not only measurable but valuable to the bottom line.

2) Systematized and consistent training programs are almost none existent.  Most internal programs are thrown together by various departments.  These ad hoc programs have little or no metrics attributed to the training courses. Sometimes these are management by the HR department, but are usuallyslapped together by some HR person with involvement of the other departments (sales, customer support, development, etc.). By creating a consistent program, companies have the ability to cross-pollinate skills, successful attributes and actions, and best practices.

3) Linking training with business goals. Since most of these companies programs are not systematized, nor tracked, it becomes close to impossible to link the training with ongoing business goals.  A structured training program allows for true alignment between what is taught to the staff and their business and revenue objectives.

Finally, 4) the employee development is just overlooked.  Most ‘act’ as if employee development will happened organically without any assistance.  What a shame it is that these companies fail to improve and enhance their single most valuable asset… their people.  A primary goal is for CLOs to encourage their employers to investigate what competencies will make them successful and then align development programs with their strategic objectives.

The role and primary responsibility of a Chief Learning Officer is to manage these 4 primary responsibilities for the corporation.  By creating and managing the training program, new hire preparedness is rapidly improved and productivity is achieved earlier by a consistent and systematized program.  The CLO, by systematizing the training, will insure that every employee has a universally approved introduction to the company and to the culture that it offers. They work to insure that all staff  are equipped to perform their job functions at a base-line that is measurable and manageable.  By creating the metrics with performance and training, the CLO insures that training is aligned with the overall business goals of the company.

The CLO position is NOT a sales management position, nor is it primarily a HR position.  It should be thought of as the compliment, ‘the training yang to the sales yin’.  One without the other is incomplete.  They feed and build on each other.  Once a company’s management understands this, the ability to take the step towards true growth, in people and revenue, are accelerated.

Copyright 2012 Bryant Nielson. All Rights Reserved.

Bryant Nielson – Managing Director of CapitalWave Inc.– offers 25+ years of training and talent management for executives, business owners, and top performing sales executives in taking the leap from the ordinary to extraordinary. Bryant is a entrepreneur, trainer, and strategic training adviser for many organizations. Bryant’s business career has been based on his results-oriented style of empowering the individual.

Learn more about Bryant at LinkedIn: www.linkedin.com/in/bryantnielson

Bryant Nielson - EzineArticles Expert Author

 

 

SHARE
Previous articleTop 10 Coaching Commandments
Next articleCorporate Training Choices Explained

Bryant Nielson is heavily involved in the Corporate Training and Leadership and Talent space. He currently is the Managing Director for CapitalWave Inc and the training division, Financial Training Solutions. He brings a diverse corporate experience of organizational development, learning and talent development, and corporate training, that also includes personal coaching of top sales individuals and companies of all sizes.

For the prior 4 years, Bryant was the Managing Director and Leadership and Talent Manager for Lengthen Your Stride! LLC. In this position, Nielson was the developer of all of the courses for MortgageMae University (MMU), the Realtor Development Center (RDC), and of Lengthen Your Stride! (LYS). In that position, he developed material, refined over many years of use and active training, and condensed the coursework and training to be high impact, natural learning, and comprehensive.

Bryant has over 27 years of Senior Management experience encompasses running his own Training and mortgage firm, in New York City.

He strongly believes that the corporate training is not to be static but should ‘engage and inspire’ students to greater productivity and performance.

NO COMMENTS