April 24, 2020

Why Your HR Needs A CLO And What They Should Be Doing

Sara Leoni, CEO, GreenFig – Originally posted on HR.com
Written by:

Sara Leoni, CEO, GreenFig – Originally posted on HR.com

Article originally published on HR.com

Piling training and education on the crowded HR plate is not just inefficient, but also complicated

Unfortunately, in too many cases, training has become part of the HR mission. That’s unfair and inefficient.

It’s unfair because HR teams and leaders are busy enough doing what they do – finding and managing talent in an increasingly complex and complicated workplace environment. That does not even include the basic organizational functions they’re expected to complete seamlessly and invisibly every day. Adding the huge burden of keeping skills up-to-date for existing team members is unfair. There’s just no other word for it.

Piling training and education on the crowded HR plate is also inefficient because, frankly, it’s complicated. As fast as required skills change, the training and education options do too. And if it’s just part of someone’s job, training cannot possibly receive the focus it requires to do it well.

That’s why, as employee training and upskilling become more and more imperative, your c-suite or HR team needs to have a CLO – a Chief Learning Officer.

If you’re considering adding a CLO, or have one already, here are things they can and should be doing:

Create a Cross-functional Team and Align, Align, Align

A CLO should be responsible for working with every department to identify the skills your company needs to achieve key business objectives today as well as consider the skills needed tomorrow. A CLO should not overlook the top C-suite leaders for ongoing training and education or even departments such as marketing that can be a training afterthought. Digital marketing science, for example, is a rapidly evolving and highly competitive arena that your team may need to understand and master -- especially since marketing may start to spend more on technology than a typical CTO.

The CLO should make a literal list and share it up and down the leadership chain and across departments to be sure they understand future training priorities and buy into those needs. This may require working with departments or business functions to compromise on where their specific needs and gaps are versus overall business needs.

Look Around

The best training leaders don’t try to invent the wheel – they survey and explore first. Sometimes a wheel is needed, other times you can borrow one or just copy one.

They should conduct research on what competitors are doing, interview leaders in Learning and Development at Google. Look at places such as Trailhead. Additionally, keep teams ahead of the digital curve by watching trends on LinkedIn Learning and research what’s happening in demand and learning supply – what companies say they need as well as what’s available in the market.

Part of leading a learning team is to keep  learning.

Develop the Strategy

Once your CLO knows what your company needs and where to find it, they should be able to write and share a plan on how to merge the two.

The key here is to dream big but start small. A good practice is to develop a simple, one-sentence strategy statement that states precisely what you aim to achieve. With that, your CLO, leadership team and – importantly – HR leaders can source a comprehensive strategy for how to do that.

Blend It

The reason research about learning is important is that the dynamics change all the time. Providers come and go and the skills you most need now may be outdated next month. Therefore, beware of solutions that are a single solution.

Don’t expect that you can build a rigorous learning and training program in-house or outsource all of it, especially to one provider. Some skills may require company or market-specific intelligence and have to be done in-house. Others may require the most advanced, specialized training only found in places such as colleges or from the software providers themselves. Your needs are probably specific to your company and your talent, your solution should be too.

Measure, Analyze, Listen and Optimize

You’d be shocked how many training departments or education leaders don’t have a good way to measure learning outcomes. This should be a core part of the CLO’s responsibilities. The CLO should be able to explain what the outcome metrics are, how the data are collected and what constitutes success or lack of it.

A neglected part of the measurement process is listening to the talent, the employees who are in or recently out of training. Further, good CLOs don’t just send surveys – they are often as blunt as they are annoying. They should sit down with team members, read their body language. They should do the same with outside providers. Drop in. Sit down with the program leaders and the instructors, take their temperature.

However you set it up, it’s time to give talent training its own home, someone who can make it their job, instead just one more thing HR is expected to do.  

View the article at HR.com

LATEST FROM BLOG

Related Posts.

Bridging The Skills Gap For Veterans

Our Student Stories blog series highlights the experiences of GreenFig students currently enrolled in our Digital Marketing Science course. Here, we'll introduce you to several current students, find out what drove them to GreenFig, what skills they're developing right now, and what they aim to achieve with their microdegree from GreenFig. Bridging the skills gap for veterans As Renée Hamilton-McNealy began preparing for a career change after nearly two decades in and out of active military service, she knew she didn’t need another college degree. After all, she already holds a bachelor’s in financial services and an MBA in finance, not to mention loads of management and leadership experience as a Master Sergeant in the Army Reserve. Rather, she was looking for a targeted, focused program that could help her develop the up-to-date technology skills she needed to land a marketing position now, but was discouraged by other programs she researched. “I was looking for more specialized education than what a general degree could offer,” explains Renée. “I wanted to prepare myself for life after I completely retire from the military, and to feed my passion for marketing.” Renée discovered GreenFig through The Paradigm Switch, a nonprofit that helps link military veterans and their spouses to prestigious skill-based training programs. “I’m not afraid to start over,” she says. “I wanted to challenge myself.” Renée explains that she wanted to gain skills in marketing analytics, and become proficient with tools that measure the impact of a campaign’s effectiveness. Renée enrolled in GreenFig’s Digital Marketing Science course remotely from the Bay Area, and says that the program offered a healthy, collaborative learning environment where she felt supported. “I learn best in my own environment and in my own space,” she says. “I liked not having to physically commute someplace. With GreenFig, the communications options are endless, and there were always ways to connect inside and out of the classroom.” Looking back, Renée says it was her instructors’ enthusiasm and ability to teach their craft that confirmed she had found the right program. “I just love the fact that the instructors, who are accomplished and experienced, were just as passionate to share their knowledge with us as we were to learn it,” she says. “And they had more than just experience, they also know how to teach. Just because you are a subject matter expert, doesn’t mean that you know how to transfer that knowledge so that someone else can comprehend it.” Renée believes GreenFig’s training courses are ideal for veterans, who are accustomed to targeted, hyper-focused skill development and who thrive in hands-on, real-world environments where those skills can be quickly applied. Applying the digital marketing skills she’s developed over the past 16 weeks to a real-world marketing campaign for a real-world company is an ideal application exercise for veterans like her, says Renée. “In graduate school, I did case studies,” she recalls. “What we’re doing now is benefitting a real company.” Armed with a unique set of skills -- digital marketing, finance and management -- upon graduation, Renée is hoping to join a marketing team where she can specialize in marketing analytics and social media management. “What GreenFig offers is what I needed,” she says. “To challenge me, allow me to get certifications, provide relevant and modern information, and give me the opportunity to immediately apply and exercise this knowledge in the marketplace.” Advance your skills and set your next big challenge at GreenFig. Check us out at www.greenfig.net.

Thursday, July 19, 2018

Contact us

Need a quote.