Key strategies and best practices discussed in this study:

• Leadership and Governance: What role should the CLO play? What are the backgrounds and characteristics of a highly effective CLO? How do you establish a sound organization and governance model? How do you build a business plan for learning?
  
  
• Learning Culture: One of the biggest drivers of impact is what we call the "learning culture" of an organization. In this research we specifically studied the 50 keys to a learning culture and discuss what role L&D plays to drive a strong learning culture.
  
  
• Centralized vs. Federated approach: What functions should be centralized? Which functions should be distributed? What are best practices in each model? Should you consider a corporate university model? Why and how is L&D becoming more centralized?
  
  
• Resource Allocation: What % of your staff should be in different roles? How much investment should you make in performance consulting, content development, technology, measurement, management, content delivery, and administration? Are you overweighted or underweighted in certain areas?
  
  
• LMS and Infrastructure: What is the changing role of an LMS? How can you evolve your LMS into a learning on-demand solution? How should you support and administer the technology? What skills and roles are needed? In this research we identify the changing role and value propositions of the LMS investment.
  
  
• Measurement: How should you measure your training function? What should you measure? Does measurement improve effectiveness? How can you make measurement easy and repeatable? In this research we highlight Bersin's Impact Measurement Model®.
  
  
• Relationship with HR: How closely aligned should enterprise learning be with HR? What programs and initiatives should be tightly aligned? How should training be seperate and distinct? What is the impact of a tight alignment? Does it create value or reduce value?
  
  
• Talent Management: What is the role of the modern L&D organization within integrated talent management? How do you build talent-driven learning solutions while remaining close to ongoing business problems? What are example of new leadership development, career development, onboarding, and other talent driven learning programs?
  
  
• E-Learning and Content Management: How should you organize to manage the development, deployment, and integration of e-learning? Does e-learning truly improve effectiveness? What functions should be outsourced? How do you build a learning architecture? How do organizations build content reuse and sharing?
  
  
• Collaborative Learning: Collaborative learning is now one of the most important "new elements" of L&D disciplines. How does collaborative learning change the role of training? And what are the techniques, tools, and methodologies for building collaborative learning experiences and programs?
  
  
• Learning Architecture: What is a "learning architecture" and how do you build one? Why is this new approach so critically important to L&D in the coming decade?
  
  
• Learning On-Demand: How do you build an "on-demand" learning solution? How do you deal with new solutions like social networking, wikis, RSS, and podcasting? What is the "new generation" of blended learning?
  
  
• Multi-generational workforce and younger workers: How do you deal with the multi-generational workforce? What are the tips and techniques for reaching the millenial and GenX workforce?
  
  
• Globalization: Globalization is now a critical best-practices for almost every organization. How do you globalize your L&D function and programs? What are top five high-impact solutions for the globalization of learning programs and the L&D function?
  
  
• Informal Learning: What are the key elements of an informal learning strategy? How do you build a strong learning culture? (This research identifies 50 key characteristics of a strong "learning culture," which is one of the top 18 high-impact practices in corporate training.
  
  
• Business Alignment: How do you govern the enterprise learning process? What committee or other structures help allocate resources to the highest impact programs? How do you budget and plan while staying aligned with line of business needs? Should you recharge of allocate costs?
  
  
• Budgets: How do you manage the budget process? Should you recharge or allocate costs? What should you be spending on staff vs. programs vs. technology?
  
  
• Shared Services: What are "shared services?" What role should they play in enterprise learning? How valuable are shared services functions and which learning functions belong in this model?
  
  

Note: this is a single-user color, bound printed version of the report, as described in our terms of use.

Make sure you enter a valid email address and mailing address for shipment. You will receive the report within 5 business days of ordering.

If you are a vendor or would like to purchase an electronic copy of this report, please join our Research Membership program.

The High Impact Learning Organization *NEW* $1,495.00