Chief learning officers have been responsible for devising learning and development programs at organizations. As we enter a new generation, the role of chief learning officers is now expected to morph and take on new responsibilities in the process. With the coming of new generation of workforce, things are expected to change and chief learning officers are expected to adapt quickly.
Chief learning officers jobs are expected to be part of entire employee experience and deliver learning experience that employees develop deep skills and help others in learning too.
Be strategic in approach
Learning officers have
been focused on helping employees acquire a new skill set or developing new
capabilities. As the industry dynamic is constantly changing, chief learning
officers must understand how the learning and development programs will create
strategic values for their organization and lead them into the future.
Learning can no longer be tied to a specific time period. With a dynamically changing industry, learning is now a continuous process. What’s relevant today may not be required tomorrow. Chief learning officers need to keep this in mind and build flexible learning programs which incorporates the need to continuously learn.
Another aspect that requires attention is the growing trend of remote work. Across industry, remote work is gaining popularity and people are working virtually. Learning officers need to come up with the idea to incorporate these changes as well. This will require CLOs to think how learning programs are rolled out, accessed, and administered.
By 2025, the total
workforce will comprise of 75% millennials. Currently, the workforce comprises
of millennials, baby boomers, and gen X. Learning officers need to take learning
needs of each generation. Baby boomers still find themselves comfortable with
instructor-led class room programs while millennials are more comfortable with
Recently, just in time learning as has been growing steadily. Managers can come up with content as and when required to provide necessary instructions to keep workers on top of everything.
CLOs need to take all this into account and come up with ways to engage each employee and meet business objectives.
As explained earlier,
learning programs have been so far measured by the number of employees
completing programs. However, now, each employee and business function needs to
justify their presence by the impact they are making towards achieving business
Chief leaning officers need to take this into consideration and see how their work is impacting business goals. Beyond completion rate, learning officers need to track increase in productivity of workforce, increase in revenue generation capabilities of employees, employee retention and other more tangible parameters.
Organizations can no longer rely on vague parameters to measure the effectiveness of learning programs.
To achieve this, learning officers will not only need to develop analytical and strategical mindset but require them to be creative to craft programs which takes each employees needs into account.