New research from Bersin by Deloitte, Deloitte Consulting LLP, on what it means to be a mature, High-Impact Learning Organization (HILO) sharpens the urgency for the learning and development (L&D) function to evolve or potentially risk becoming irrelevant. CLOs: it’s time to strategically consider and put on your four faces; you have a tremendous opportunity (and an obligation) to drive the change needed to create and support a culture of always-on learning. C-suite and business leaders: you can’t afford to be complacent; you also “own” learning. How can you, as senior leaders, move your company toward high, Level 4 maturity as a true learning organization?
The Chief Learning Officer, CLO, is one of the newer members of the C-suite, first appearing on org charts in the late ’90s. At the time, the emphasis was on providing traditional forms of learning (initially in the classroom, later adding online or e-learning) to ensure employees had the knowledge, skills, and capabilities to perform their jobs. This rather narrow view of the CLO’s role has steadily broadened over time.
In a recent HR Times post, we looked at how CLOs (Chief Learning Officers) are thinking about and dealing with the many moving forces at work in the global marketplace and workplace. We’ve also been researching the CLO role itself to understand what’s expected of these leaders and what it takes to fulfill their mandate to ensure the organization’s talent has the skills and abilities to meet business needs. What grew out of our research is a framework comprising four distinct roles — or Faces — CLOs take on: Steward, Operator, Catalyst, and Strategist.