Caveo Learning

Corporate Strategy and Learning Center

4 Keys to Optimizing Learning Organization Structure

Posted by Caveo Learning on October 30, 2015

Optimizing the organizational structure is one way for learning leaders to substantially impact the business value they create for their organizations. Optimal organizational structures can improve business alignment and targeted execution on business goals and priorities, and can reduce total cost of ownership for the L&D function.

Learning & development ultimately exists to deliver business value to the business, yet too many L&D organizations have difficulty meeting that objective. Their credibility is suspect because tangible business value is not being delivered, and the trend is for learning leaders to be replaced by business leaders who deeply understand the business and can “learn” how be a learning leader.

Only about 10–15% of companies possess well developed learning and development programs that are properly aligned with strategy and outcomes, according to Bersin by Deloitte research. Bersin’s research suggests that learning leaders have an opportunity transform their organizations into centers of excellence within their companies by consistently and deliberately delivering measurable business value.

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Develop Better Training Projects by Building SME Relationships

Posted by Joelyne Marshall on September 3, 2015

Instructional designers often find ourselves needing to build relationships—and quickly.

We instructional designers (IDs) rely on a variety of other people in the process of designing and developing training initiatives. We work diligently to address myriad aspects of training materials development, all while trying to stay true to sound adult learning principles.

Successful execution of training projects is built on partnership and collaboration with subject matter experts (SMEs). Simply put, IDs need SMEs—we can't collect, distill, and verify the content for the training program all on our own. IDs cannot possibly know everything about every topic, which is why SMEs hold a critical role in any training project.

Conflict within ID-SME relationships can cause projects to derail quickly. Our personalities, work styles, likes, and dislikes all differ from each other. But regardless of our viewpoints and what we agree on, there is much we can do as IDs to manage those SME relationships, and even prevent conflict altogether.

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How to Get Your Training Project Funded

Posted by Caveo Learning on July 15, 2015

It's a frustrating scenario learning leaders know all too well: You've conceived a set of engaging learning solutions that will solve critical knowledge gaps and develop needed skill sets to drive performance. You've even calculated the expected training ROI, and there's no doubt in your mind that this is a training project worth pursuing.

But now you're faced with the big question: How do you get project funding?

Everyone in the organization is fighting for limited resources, and training initiatives often fail to receive the funding necessary to successfully deliver business value to the company.

Learning leaders must be strategic in how they solicit training project funding. Here are five things learning leaders should do to prepare for their funding pitch.

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Facing Learning and Development’s Perpetual Identity Crisis

Posted by Gary Schafer on May 19, 2015

Practically since the age of the dinosaurs, sales has been known as sales, and marketing has been known as marketing. Same goes for legal, IT, finance. Operations has many variations, depending on the industry (e.g., professional services, manufacturing), but there’s certainly no debate about what they do.

Why, then, is so much time and effort spent debating what to call learning and development? We swing from performance to training to learning and, now, to talent. If history is any guide, we will arrive back at performance in short order. Every three to five years, it seems, the industry feels the need to rename our function. 

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Branding: A Key Element in Successful Learning Organizations

Posted by Stuart Baum on May 7, 2015

Does your learning and development organization have a brand identity?

That’s a trick question—of course it does. But if the learning leaders aren’t the ones controlling it, then that’s a real problem.

Good or bad, your learning department already has a brand. It’s up to you to make sure it best represents the L&D organization's value and to leverage it for maximum impact.

"But we're learning leaders, not marketers," you say. "What does branding have to do with implementing successful learning solutions?"

A whole lot more than many learning leaders might think.

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Making the Case for Learning Consulting: 5 Frequently Asked Questions

Posted by Adam Kirby on April 30, 2015

As a learning and development professional, you understand the challenges of developing and implementing major learning solutions, both in terms of available resources and expertise.

Achieving business-driven objectives through L&D requires a diverse mix of skills, strategies, and experience. Engaging with external learning partners can provide a "one-stop shop" for delivering those benefits, and it is often easier than building and coordinating the resources in-house or via staff augmentation.

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Solve Learning Management System Headaches with LMS Governance Team

Posted by Laura Riskus on April 9, 2015

businesscollaborationYou have a learning management system. You've identified roles, and you probably have a few standards. You may even have all of your LMS processes documented.

But when LMS updates are required, do you have a comprehensive view of how they will affect the many administrators, trainers, and learners that use the technology? And how can you ensure that the updates are understood and implemented?

Start by developing an LMS governance team or council, which is tasked with providing the information to make highly informed decisions, and then engage them in the decision-making process. Having some basic procedures in place can help you build and sustain this group.

Here are five easy steps for smoothing out the typically rocky LMS updating process.

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Elevator Speeches and Action Plans: Tactics to Engage Change Sponsors

Posted by Sue Weller, CPLP, SPHR on March 12, 2015

In order for learning or change initiatives to be successful, sponsors and key stakeholders need to be actively engaged. You know it and they know it.

Unfortunately, expectations are often misaligned between what we want from our change sponsors and what they actually give. Why is that? Well perhaps we haven’t been as clear as we could have been in outlining how we need our sponsors to act.

We've often heard people say that at that level, sponsors know what they need to do. But if that were the case, why aren’t we always getting what we need from them? Simply put, sponsors and key stakeholders are people too. Here is some advice on stakeholder management and actively engaging learning sponsors.

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Millennial Milieu: 10 L&D Tips for Engaging Young Professionals

Posted by Adam Kirby on February 26, 2015

Coming of age in an era of economic uncertainty, global instability, and profound technological change, Millennials are confounding to their employers. The generation is characterized as exceedingly narcissistic and lazy, and business leaders routinely express exasperation at the difficulty of integrating and engaging young professionals in the workplace.

Countless studies have been published examining this cohort's wants and needs, and several truths have emerged. As we explore how to engage with Millennials in a workplace learning context, it's important to understand their professional motivations, expectations, and perspectives.

Here are 10 facts about Millennials, along with corresponding advice on how organizations can better engage them from a learning and development standpoint.

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10 Essentials of Effective Learning Strategy

Posted by Caveo Learning on February 19, 2015

You've been tasked with modernizing your organization's learning and development program, but you're not sure exactly how to structure the learning strategy plan or what all needs to be included.

While the strategy itself will vary depending on your organization's business goals and learning objectives, there is a basic formula for creating a learning strategy that will successfully guide the L&D organization and achieve all-important business executive buy-in.

For starters, know your stakeholders, and simplify your delivery of the strategy based on the business partner’s role in the organization. C-suite executives should be able to grasp the strategy at a high level in a few slides, whereas stakeholders responsible for executing the plan will require more detail. Also, realize that the strategy document does not need to be a novel that no one will actually read; keep the strategy simple—roughly 20 to 30 slides, plus supporting materials.

The most effective learning strategies contain the following 10 essential components:

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