Learning and development have become a core part of talent management as a business strategy. Companies that invest in learning witness higher employee retention rates. The value of employee development can’t be unseen.
In the past few years, learning and development have become more imperative. Organizations are approaching employee development as holistic employee development, instead of just skill development. Therefore, the responsibilities of the Chief Learning Officer are changing. Chief learning officer evolution is apparent from the shift in their role. They are expected to do more than the planning and execution of L & D programs. They are now held accountable for culture development, management, and propagation.
CLOs today are expected to be equipped with the latest skills that may not have been required in the past.
The Evolution of Chief Learning Officers
1. CHROs are now engaging themselves in the operational side of human resources. CLOs, now, are turning into chief talent officers, focusing on engagement, diversity, recruiting, learning, organizational development, etc.
2. CLOs need to think differently and holistically about the whole talent development process —build a seamless recruiting process, focus on engagement and retention, and build an overall positive experience for employees.
3. In an increasingly competitive job market, CLOs are acting as brand ambassadors of their organizations and turn them into wholesome places to work. To do so, CLOs should put them into employees’ shoes.
4. While chief learning officers focus on developing talent, they also need to focus on individual skill development and meet the specific learning style of each individual.
5. Organizations are increasingly becoming result-centric, putting CLOs in the position to think strategically and approach training programs in a way that delivers business result. Instead of thinking training programs as engagement medium, they are approaching it as business driving channels. Their role is extending beyond chief engagement officer.
6. CLOs are acting as talent spotters. Every employee is different and not all are totally focused on their jobs. CLOs need to find ways to segment talent and find appropriate measures to treat them accordingly.
It could be thought that chief learning officers are the new CHROs. Perhaps, a new avatar, as they are taking on the role of human resource managers. At the same time, they are giving it a facelift by adding a strategic and result-centric dimension to it.
CLOs are no more an administrator, they are strategic executioners spear-heading talent development to deliver quantifiable business results. They have evolved to drive training programs as growth-driving machinery. As yet, the role of CLO has been to oversee, observe, and measure results of programs. Now they are expected to design, build, and implement programs that will improve the bottom line of the business.
CLOs have been obscure in organizations. This is the time for them to shine and rightfully get their place at the board. Considering the incoming of the new generation of workforce – millennials, the times ahead will most definitely be more challenging and grueling for CLOs, making way for further evolution of the role.
