Sunday, February 22, 2009
I remember vivdly the last statement of a American Black whispering to himself in the movie of "Pretty Woman". "What's your dream?"
Bono A celebrity wth a conscience: Commencement Speeches at Harvard University 2000
Wednesday, February 11, 2009
You’re encouraged to check out HumanCapitalMedia.com, the new Web site just introduced by Chief Learning Officer, Diversity Executive and Talent Management magazines. This new site promises to be the most complete resource for executives in the human capital management, workforce learning and development, and diversity and inclusion industries. You’re just one click away from:
Industry Gateway: This one site offers all our human capital content in one place, bringing you industry news, compelling articles, relevant events and more.
VendorDirectory: A comprehensive directory of providers in the human capital space. Find the resources you need, or list your own company.
JobBoard: Now human capital professionals can post resumes, and hiring organizations can list open positions. Find the right job or find the right person.
Newsstand: Offers research reports and white papers containing valuable industry information and magazine subscriptions and achieves.
To discuss or comment on the new Web site, please visit our forum at
Thanks and have a great week!
Visit Chief Learning Officer Network at: http://clonetwork.ning.com
Salvo’s Global Learning Summit 2009 is a unique platform to learn, network, discuss and debate fresh and innovative learning ideas with our esteemed faculty of speakers. Only the best speakers will be featured in this programme!
IMPORTANT: Seats are limited and allocated on a first come, first served basis, we advise that you reserve your place at your earliest convenience. To do so, kindly complete the registration form found on the last page on the brochure, email or fax it to +65 6336 1716
For priority booking, please quote priority code VH1221
Should you have any questions, we will be glad to be of help.
|Look forward to seeing you soon! |
Tel: +65 6297 8545
DID: +65 6305 1389
Fax: +65 6336 1716
|GLOBAL PROCURE SUMMIT |
16th – 18th February 2009, Singapore
|2nd Annual BIOFUELS SUMMIT |
25th – 27th May 2009, Singapore
|Advanced Fluid Catalytic Cracking Unit (FCCU)|
15th – 16th March 2009, Dubai, UAE
Tuesday, February 10, 2009
"If you think education is expensive, try ignorance." (Derek Bok),
Borrowing a phrase from Charles Dickens, for those involved in enterprise learning initiatives, these are "the best of times, the worst if times." Never before throughout human history has there been more and better information available than there is now, nor has it been easier to obtain or disseminate it. However, information needs are constantly and rapidly changing, especially in what has become (in Thomas Friedman's apt phrase) a "flat world," one without borders. Moreover, many executives have developed what Jeffrey Pfeffer and Robert I. Sutton so aptly characterize as a "knowing-doing gap." As a result, chief learning officers (CLOs) or their equivalent have an abundance of opportunities but they also face a number of significant challenges. In this volume, Tamar Elkeles and Jack Phillips provide information and counsel that suggest how to drive value within a changing organization through learning and development. They take various challenges into full account while responding to key questions such as these, devoting a separate chapter to each:
1. Insofar as the CLO is concerned, what are the most significant trends and issues?
2. How to devise a program that links strategy to learning?
3. How to set an appropriate investment level?
4. How to align the learning enterprise with business needs?
5. How to complete a transition to performance improvement?
6. How to create value-based delivery?
7. How to manage for value?
8. How to demonstrate and quantify the ROI of learning?
9. How to manage talent for value?
10. How to establish and then sustain productive management relationships?
Then in the final chapter, "The Voices of CLOs," Elkeles and Phillips include brief but insightful commentaries by 17 prominent chief learning officers, excerpted from interviews of them by Elkeles. (I wish it were possible to read each interview in its entirety.) "They are exceptional at what they do, well-known, and highly respected for their views. More importantly, they offer realistic perspectives about how the CLO function in the organization is managed. To varying degrees, the interviewees comment on some aspect of nine issues (listed on Page 287) that represent the focus of this book.
Readers will especially appreciate Elkeles and Phillips' skillful use of various reader-friendly devices, notably the provision of Figures (e.g. Figure 1-1, "CLO Roles to meet business challenges," Page 3), Tables (e.g. Table 3-2, "Turnover Cost Categories," on Page 62 and Table 5-4, "Core Competencies Associated with Performance Improvement Work," on Page 120), dozens of boxed quotations inserted throughout the narrative that are relevant to the given context, a "Final Thoughts" section at the conclusion of most chapters, and dozens of Checklists (e.g. "Steps for Needs Assessment and Analysis" on Page 98 and "Benefits of Management Involvement" on Page 276). These and other devices will facilitate, indeed accelerate a review of key points long after the book has been read.
Although this book was primarily written for chief learning officers (with or without a formal title), I think it is also a "must read" for other C-level executives and especially for board members and CEOs. I agree with Peter Drucker that everyone involved in an organization (whatever its size or nature may be) must be knowledge workers. Only then can effective leadership be developed at all levels and in all areas, thereby ensuring that the organization can achieve and then sustain a competitive advantage. The combined costs of failing to do that are incalculable. Hence my selection of Derek Bok's comment to serve as the title of this review.
Congratulations to Tamar Elkeles and Jack Phillips on a brilliant achievement.
Those who share my high regard for this book are urged to check out Jay Cross's Informal Learning: Rediscovering the Natural Pathways That Inspire Innovation and Performance as well as Return on Learning: Training for High Performance at Accenture co-authored by Donald Vanthournout and his associates on Accenture's Capability Development team. Also Edward Lawler's Talent: Making People Your Competitive Advantage, Also, John Hager and Paul Halliday's Recovering Informal Learning: Wisdom, Judgement and Community, Dean Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, and Enterprise Architecture as Strategy: Creating a Foundation for Business Execution co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.
Learning Professional Must Read!,
"The Chief Learning Officer" clearly describes how the CLO and the learning function can add measurable value to a business enterprise. Those who work in the corporate learning function will find guidance in this book, and those who view the learning function skeptically will find plenty of reason to think again about the importance of the CLO. This book is an invaluable guide to making learning routine, an ability needed in so many large organizations challenged to keep pace with their changing markets." -- Dr. William Barnett, Professor of Business Leadership, Strategy and Organizations, Stanford Graduate School of Business "Drawing from interviews, survey data, and rich corporate experience, this book brings definition and clarity to a senior leadership role that an ever-increasing number of leading companies are regarding as critical to their success. By situating the CLO's role in the broader organizational context, the book also does a lot to highlight the important connection between organizational learning and organizational strategy." -- Joel M. Podolny, Dean and William S. Beinecke Professor of Management, Yale School of Management "In a world full of leadership advice, Elkeles and Phillips provide an excellent road map telling us what all CLOs need to know to accelerate learning and development. Every company should incorporate a leadership development strategy. This excellent book will help countless CLOs." -- Cindy L. Johnson, 3M, Manager, Leadership Development "The Chief Learning Officer will quickly become the encyclopedia for those devoted to learning. It is comprehensive, integrated, insightful, and innovative. Those charged with learning and development will acquire frameworks, tools, and applications that will help them design and deliver learning to create value. Anyone interested in furthering learning will savor this work. It combines theory, research, practice, and measurement and has set the standard for what can be in the learning domain." -- Dave Ulrich, Professor, University of Michigan; Partner, The RBL Group "Hiring great employees and providing them with opportunities to develop is critical for business success. Creating an environment that encourages learning increases innovation and generates new ideas. This book focuses on the emerging role of the Chief Learning Officer and provides strategies for building a top learning organization." -- Dr. Irwin Mark Jacobs, Chairman of the Board and Founder, QUALCOMM
""The Chief Learning Officer" clearly describes how the CLO and the learning function can add measurable value to a business enterprise. Those who work in the corporate learning function will find guidance in this book, and those who view the learning function skeptically will find plenty of reason to think again about the importance of the CLO. This book is an invaluable guide to making learning routine, an ability needed in so many large organizations challenged to keep pace with their changing markets."
-- Dr. William Barnett, Professor of Business Leadership, Strategy and Organizations, Stanford Graduate School of Business
"Drawing from interviews, survey data, and rich corporate experience, this book brings definition and clarity to a senior leadership role that an ever-increasing number of leading companies are regarding as critical to their success. By situating the CLO's role in the broader organizational context, the book also does a lot to highlight the important connection between organizational learning and organizational strategy."
-- Joel M. Podolny, Dean and William S. Beinecke Professor of Management, Yale School of Management
"In a world full of leadership advice, Elkeles and Phillips provide an excellent road map telling us what all CLOs need to know to accelerate learning and development. Every company should incorporate a leadership development strategy. This excellent book will help countless CLOs."
-- Cindy L. Johnson, 3M, Manager, Leadership Development
"The Chief Learning Officer will quickly become the encyclopedia for those devoted to learning. It is comprehensive, integrated, insightful, and innovative. Those charged with learning and development will acquire frameworks, tools, and applications that will help them design and deliver learning to create value. Anyone interested in furthering learning will savor this work. It combines theory, research, practice, and measurement and has set the standard for what can be in the learning domain."
-- Dave Ulrich, Professor, University of Michigan; Partner, The RBL Group
"Hiring great employees and providing them with opportunities to develop is critical for business success. Creating an environment that encourages learning increases innovation and generates new ideas. This book focuses on the emerging role of the Chief Learning Officer and provides strategies for building a top learning organization."
-- Dr. Irwin Mark Jacobs, Chairman of the Board and Founder, QUALCOMM
Monday, February 9, 2009
The Optimas Awards are given by WorkforceManagement to recognize workforce management initiatives that achieve business results for the organization.
2008 Optimas Awards Winners
This year’s Optimas Award winners exemplify the skill and ingenuity it takes for organizations to succeed in the 21st century. They have reinvented the workplace, streamlined government HR processes, created innovative partnerships, confronted talent shortages, saved a corporate reputation, nurtured a learning environment in a fast-paced business setting, transformed a call center environment by investing in employees and much more.
By Workforce Management editors
Comments 0 | Recommend 1
|or 18 years, the Optimas Awards have recognized workforce management initiatives that directly improve business results. And every year, the judges see themes emerge from the entries they read and the companies that Workforce Management reporters write about and offer as companies worthy of consideration.|
One thing that this year’s winners have in common is resilience, a unique ability to roll with the punches—a characteristic that will likely be put to the test now that all organizations are facing a worsening worldwide economy.
Every organization is different, but among the 2008 winners are stories of a hospital fighting its way back from bankruptcy, a technology company battered by turnover, a health care organization challenged to better respond to patient demographics, and a food and facilities management services company that suffered a massive failure in recruitment process outsourcing. In each case, the organization looked to its own most precious resource—its people—for a solution. The hospital involved its staff, from the lowest-level worker to the top executive, in its recovery. The tech company decided that trust was the key to retention and created a pay scheme that gave more income security to workers. The health care organization ramped up its cultural competency to better serve its community—and improved its market share in the process. The food and facilities management services company created its own internal talent team and put the process back on the right footing.
It’s our pleasure to honor the achievements of the 2008 Optimas Awardwinners, and to share them with you.
Crouse Hospital, Syracuse, New York
The hospital pulled itself out of bankruptcy and has established itself as a leader in medical services in a highly competitive regional market by using its reorganization not only to fix its finances but also to reinvent its corporate culture.
American Express, New York, New York
Two years ago, American Express began a journey in its U.S. customer care organization to define and deliver a new employee value proposition to drive world-class retention, enhance its talent pipeline and engage each of its customer care professionals so they could deliver extraordinary customer care. The results achieved include highly qualified candidates with enhanced early performance, a significant reduction in attrition and improved customer satisfaction.
Kaiser Permanente, Oakland, California
Kaiser Permanente has a 30-year record of exceptional compliance with the Office of Federal Contract Compliance Programs and has been recognized for its diversity management. But the not-for-profit health care organization went further by developing a strategic plan to ensure that diversity was expressed as a fundamental value of its corporate philosophy and behavior and was integrated into every aspect of its business.
IBM, Armonk, New York
Applying the principles of supply-chain purchasing, IBM saved more than $1 billion with a workforce management initiative that cataloged the skills and experience of every employee worldwide into a searchable database. The end product has helped managers more easily find the IBM employees they need while also allowing the company to more efficiently hire contract workers.
ArcelorMittal is the world’s largest steel company, yet less than 15 percent of its 310,000 employees spoke the official corporate language—English. ArcelorMittal worked with GlobalEnglish, a company that specializes in online English-language learning programs, to implement a companywide English-learning initiative. So far, more than 5,000 employees have participated, with 500 new users added each month, opening avenues for employee global mobility and increasing productivity, thus saving the company more than $8.6 million annually.
HCL Technologies, Noida, India
HCL is one of the pioneers of the information-systems revolution in India, but it lagged behind competition in the IT services business, where it was a late entrant. HCL was confronted with the challenge of retaining people in the face of attrition that was much higher than its competition’s. HCL then embarked on its "Employee First" program, introducing several policies with a focus on inclusivity, teleworking, extended leave policies, flextime and a compressed workweek for female employees. All of these make HCL unique in its community and have helped it drop its attrition rate to below 15 percent as of July 2008.
U.S. Department of Agriculture, Food Safety and Inspection Service, Washington
The agency’s expanding role forced it to compete with other federal employers as well as those in the private sector for top talent in such fields as microbiology and risk assessment. But delays and inefficiencies in its HR systems affected the agency’s ability to perform. The department’s overhaul of its approach includes recruitment bonuses in hard-to-fill locations, efforts to address shortages in the veterinary field, a reduction in hiring delays, an increase in teleworking and other alternative work schedules, and efforts to link employee performance with the agency’s mission.
Metropolitan Development Association of Syracuse and Central New York, Syracuse, New York
The association was formed by executives from more than 100 local companies in Central New York who realized they needed to stop the outflow of young talent from the area, which is home to 35 colleges and universities and has a workforce 20 percent more educated than the national average. It created the Essential New York Initiative, partnering employers and universities to retain students after graduation. The partnership is producing significant results, with regional employment reaching near-record levels in 2007.
Sodexo, Gaithersburg, Maryland
Sodexo outsourced its recruitment process, but when that model failed, talent acquisition became the company’s No. 1 executive issue. The organization then created an in-house, best-in-class Talent Acquisition Group, with the goal of transforming Sodexo into a forward-looking recruiting powerhouse and magnet for top talent. As a result, the company’s retention rates for management and hourly workers are above industry norm, while customer satisfaction, client retention, employee referrals, quality of hire and college recruitment have seen significant increases.
Linn State Technical College, Linn, Missouri
A few years before the start of the energy crisis, Linn State began offering a nuclear technology program to train students for careers in nuclear energy. The two-year degree program attracts high school graduates and prepares them for careers with starting salaries around $55,000 a year in a field that is experiencing a resurgence but does not have enough trained workers to accommodate increasing capacity.
Current Issue February 2009 of CLO Magazine
Selling the C-Suite on Results
It's About Influence
Leadership Lessons From the Sims
The Case for Coaching
Customer Satisfaction Through Training
Recipe for Success
Best Practices - Josh Bersin
The Move to Talent Management
Taking a Stand
Effectiveness - Jay Cross
Get Out of the Training Business
The Most Costly Oversight