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CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
CLO Spring Symposium Recap a la Vivid
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CLO Spring Symposium Recap a la Vivid

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We attended this year's CLO Spring Symposium in sunny Miami, Florida. Here are the highlights of the topics discussed at the event. Leave your comments!

We attended this year's CLO Spring Symposium in sunny Miami, Florida. Here are the highlights of the topics discussed at the event. Leave your comments!

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  • 1. Objectives Learn Network Transfer
  • 2. Key Themes Alignment of Learning Strategy with Business Outcomes Culture - Creating a lasting value Business Results and Learning ROI - Learning as a profit center Social Learning - Preparing for the workforce of tomorrow
  • 3. Breakfast with ChampionsPanel Discussion - CLO’s from Accenture, McDonalds, UPS,AT&T, General Mills, Proctor & Gamble Takeaways: Strategy should be connected to building business skills McDonalds key ingredients for building a strong learning culture are: Solid learning strategy Flawless execution Consistency of deployment and alignment of purpose Constant measurement
  • 4. Breakfast (cont.) AT&T’s mantra is to monitor results from pre-training to post-training, document changes, and communicate results Kevin Wilde, CLO of General Mills stressed the importance of Data (the fact that it exists and you just have to find it) and the importance of communication Proctor and Gamble stressed the need for marketing the Learning Brand. Winning awards leads to: Creating Pride, Awareness, and Recognition both for the organization and it’s learning dept.
  • 5. Breakfast (cont.) Igniting the Learning Organization Brand by: Securing commitment from leadership and key stakeholders Collecting successful data (what is working and paying off) Demonstrating business impact Talking strategy (discussion around the big picture) and alignment of business strategy with learning strategy Making the pitch (be a business driver) Focus on data/metrics/business results Thinking of your customer’s customer when creating solutions
  • 6. Breakfast (cont.) Employee engagement surveys were also stressed since people performance drives product performance which in- turn delivers business performance Industry Trends Gaming Social Mobile Extended Enterprise
  • 7. Keynote: Win with your teamJoe Gibbs - NFL Coach and 3 time Super BowlChampion with Washington Redskins drewparallels between sports and business Competition – critical to success (on and off-the-field) Sales Focus – ticket sales and business results drive everything Change – innovation is key to survival since change is guaranteed but evolution is a choice
  • 8. It’s all about the Ring
  • 9. Building a great learning teamPanel: Judy Whitcomb – Vi, Adri Maisonet – Blue University, Ted Forbes– United Airlines, Peter Shelby – National Reconnaissance Office Getting the Learning Culture right and making it a priority is key The Learning Strategy should focus on developing solution architects and development of learning solutions instead of simply producing learning products Establishing learning councils (made up of functional leaders) is also a key ingredient for success Setting 3-5 year learning goals and marketing success
  • 10. Great learning team (cont.) Emphasis on Learning Intelligence - Building a team of learning consultants over just doers and always thinking outside the box Motivating L&D teams: Bonus Bucks – performance pay Monster achievement awards Be conscious of what you put on their plates Celebrate success – can never do enough of this Build a continuous improvement team Transparency – Running the L&D environment like a business Overall takeaway – L& D needs to show a direct impact on business results
  • 11. Hiring for attitude …Keynote: Howard Putnam (Former CEO – Southwest Airlines)Takeaways: Organizations must develop and communicate a clear vision. What business are we in? What culture do we need to support it all? Innovation and transformation hatches from the aboveThe Southwest Airlines Culture – when asked how he would describe the cultureat Southwest Mr. Putnam responded, “People want to work there”.
  • 12. Hiring for attitude (cont.) Happy People Engagement Attitude Fun – make an ass out of yourself Passion Morale Teamwork Stay the course Folklore (stories) Care – do something for Recognition - Power of someone else hand written notes
  • 13. Southwest (case study)Bonnie Endicott - People Development Manager atSouthwest shared the Southwest Culture. What defines a leader at Southwest? Are they a champion for change? Can they build strong teams? Do they communicate well? Are they strategic? Do they serve others?
  • 14. Southwest (cont.) Do they live the Southwest Way everyday? Warrior spirit Fun loving attitude Servant’s heart Can they navigate the politics?Southwest expectation – It’s not just a career, it’s acause
  • 15. FedEx (case study)Robert Bennett CLO, discussed the FedEx HR organizational strategy People, Service, Profit – FedEx philosophy of Happy People providing Great Service that leads to Higher Profits FedEx Values People Service Innovation Integrity Responsibility Loyalty
  • 16. FedEx (cont.) Worker priority – Sustainability, Fun environment, Work life balance Top HR priorities Culture that creates desired behaviors Practicality versus theory Interdependence of functions Deliver learning that is: Just in time Just enough Just for me
  • 17. FedEx (cont.) Putting the PIECES together Partner to customers Increase flexibility Expand influence Calculate the value add Enhance our reputation Sustaining resultsOverall objective of HR and L&D – “Getting from the head of the table tobeing the Chef. It is not enough to be invited to sit at the head of thetable, we should be cooking the meal.”
  • 18. Tribal LeadershipDave Logan – Author of Tribal Leadership used the example of Zappos, an organization that hasalways believed in organizational culture as the most powerful means to drive business and change.Takeaways: All organizations have tribes Only 7% of all tribes are wired to learn Stages of tribes (1 to 5) 1 – Fatalists (Life S____s) 2 – Pessimists (M_ Life _____) 3 – Self Promoters (I am great) 4 – Teams with Purpose (We are _____) 5 – Collective Greatness (Life is great) Will your tribes change the world? How can we make history? The biggest driver of performance is culture
  • 19. Wisdom of the CrowdCLO Town Hall Meeting - The following subjects were shared by the group as topof mind for most learning organizations: Linking learning to business outcomes Developing L&D talent to meet the needs of tomorrow’s business Improving the learner experience Social media - it’s impact and social learning Leadership buy-in - sponsorship within the organization Millennial boom Virtual reality and gaming
  • 20. The 2020 WorkplaceJeanne Meister, Author of the 2020 Workplace discussed preparing for the workplace of thefuture, it’s impact on today’s business and the opportunities that it presents. The 2020 Business landscape 1099 workers – contract community All workers as social leaders (Forrester research) Evolution of HR departments – mandatory usage of social media Reputational capital – a competitive advantage Klout.com – measure your personal brand The social learning ecosystem (chapter 6 of book) Using social media to become a better leader Polleverywhere.com Glassdoor.com
  • 21. 2020 (cont.) 2020 Demographics 7% Gen C 50% Millennial 20% Gen X 22% Boomers 1% Traditionalists Millennial Project - Cisco Connected World Technology Report
  • 22. 2020 (cont.) Leveraging Social Media to drive business performance The intern experience Social Media 101 – Boot camp Driving usage and adoption – Big mouth award Celebrating success to change culture Social gaming - Badgeville Benefits of being a socially engaged enterprise – (The Economist Study)
  • 23. Building a Learning CultureRita Smith, VP Enterprise Learning, Ingersoll Rand Organizational Culture Self Assessment (Denison Culture Model) Sustainability – where everyone is a learning leader Storytellers – the true engagement factor Real-time coaching – in the moment experiences Leaders as teachers – the ultimate buy-in Role of L&D – enable learning but don’t own it Learning design versus instructional design – the focus on business outcomes
  • 24. ResourcesBooks The Culture Cycle – James Heskett (A sharp business strategy combined with a positive culture result in 20-30% increase in business performance) Start with Why – Simon Sinek (Inspirational Leadership) Tribal Leadership – Dave Logan (Leveraging the natural groups within a tribe to build a thriving organization) Touchpoints – Douglas R. Conant (Creating powerful leadership connections in the smallest of moments) Great by Choice – Jim Collins (Businesses that thrive under difficult conditions) The 2020 Workplace – Jeanne Meister
  • 25. Resources (cont.)Links www.klout.com www.glassdoor.com www.polleverywhere.com www.2020workplace.com Cisco Intern – YouTube video Tribal Leadership – TED video Cisco Connected World Technology Report – PDF www.badgeville.com Socially Engaged Enterprise Study – PDF Denison Culture Model
  • 26. Questions?Recorded sessions and tracks from the 2012 CLO Spring Symposium canbe accessed FREE by registering at www.closymposium.com/virtual

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