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Developing a real strategy for on-the-job learning

Organizations that learn well also perform well … do you agree? We both do; if you are learning more skillfully than your competitors, performance and engagement will be differentiated. In this way, corporate learning should be a serious undertaking. We suspect that most Chief Learning Officer readers will agree with this statement, too.

But if this is the case, why do the outputs and results of the learning function so often fall short? Too often, a strategic conversation about learning becomes a tactical discussion about programs and capabilities.

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