Chief learning officer

In the 1990s, Jack Welch, then CEO of GE, made Steve Kerr his CLO, making GE the first company to have such an officer."Steve Kerr and His Years with Jack Welch at GE", Journal of Management Inquiry, December 2002, 11: 343-350 Kerr also became the CLO and Managing Director for Goldman Sachs

In 2012, Emma Cunis, executive director of the Chartered Institute of Management Accountants spoke at a CLO summit held in Mumbai. Cunis was part of a panel that discussed the cost of not investing in executive learning and development. She quoted former General Electric CEO Jack Welch to make her case: "The Jack Welch of the future cannot be like me. I spent my entire career in the United States. The next head of General Electric will be someone who spent time in Bombay, in Hong Kong, in Buenos Aires…. We have to send our best and brightest overseas and make sure they have the training that will allow them to be global leaders who will make GE flourish in the future."{{Cite web|url=http://knowledge.wharton.upenn.edu/india/article.cfm?articleid=4716|title=Wharton University: "India Learns the Value of the Chief Learning Officer"}}

There are four types of learning techniques that may be employed by CLOs (Elkeles & Phillips, 2007):{{cite book|last1=Jack, Tamar|first1=Phillips, Elkeles|title=The Chief Learning Officer|date=18 January 2007|publisher=Butterworth-Heinemann|isbn=9781136359163|url=https://books.google.com/books?id=Vb8JBAAAQBAJ}}

; Coaching

: Coaching refers to the training and development process wherein the CLO will support and train an individual or team in achieving a specific skill, competence, or goal. The individual or team receiving the coaching may be referred to as the coachee(s) (Flaherty, 2010).{{cite book|last1=Flaherty|first1=James|title=Coaching: Evoking Excellence in Others|url=https://books.google.com/books?id=5Nfv94keo5cC|website=Google e-book|year=2010|publisher=Elsevier Inc|isbn=9781856178167|accessdate=28 October 2014}}

:The higher value for a CLO, relative to coaching, is to create a culture of coaching. All managers should become proficient coaches, and data on personal performance and contribution should be available to them. The more informed they are, the better coaches they can be.

; Engagement

: Engagement refers to the process of being psychologically invested in the learning process. It is often seen as an indicator of success in learning and the CLO will often attempt to maximize engagement of students and measure engagement during a variety of different learning tasks in order to rate their effectiveness (Christenson et.al., 2012).{{cite book|last1=Christenson, Wylie, Reschly|first1=Sandra, Cathy, Amy|title=Handbook of Research on Student Engagement|date=23 February 2012|url=https://books.google.com/books?id=7LSxRvDF-RgC|publisher=Springer Science & Business Media.|isbn=9781461420170|accessdate=30 October 2014}}

:Many CHROs have found the engagement surveys to be less than useful, because: they capture only a point in time, you tend to only find out what's wrong, the cycle time from survey to action is often long enough to make taking action irrelevant.

; Mentoring

: Mentoring refers to a personal development relationship in which one more experienced individual will assist a less experienced learning in acquiring a new skill, ability, or competency. This process involves communication and is relationship based. It may be said to include formal transfers of knowledge, social capital, and psychological support (Clutterbuck & Garvey, 2006).{{cite book|last1=Clutterbuck, Garvey|first1=David, Bob|title=Mentoring in Action: A Practical Guide for Managers|year=2006|url=https://books.google.com/books?id=w9IO4CgMVREC|publisher=Kogan Page Publishers|isbn=9780749444969|accessdate=30 October 2014}}

; Management training

: Management training activities are those activities which specifically relate to improving the management of people. CLOs may also be responsible for providing training and measuring success of skills and competencies related to management functions (Bonner, 2000).{{cite book|last1=Bonner|first1=Dede|title=Leading Knowledge Management and Learning|year=2000|url=https://books.google.com/books?id=ISWqgaRpaAwC|publisher=American Society for Training and Development|isbn=9781562861360|accessdate=30 October 2014}}

Measurement techniques refer to how CLOs measure learning outcome success. These may take several forms and can include standardized tests, one-to-one interviews and discussions with individuals receiving learning assistance, surveys and questionnaires, and measured competency at various tasks before and after the learning activity (Rani, 2004; Rauner & Maclean, 2008).{{cite book|last1=Rani|first1=T. Swarupa|title=Educational Measurement and Evaluation|year=2004|url=https://books.google.com/books?id=CRt893qk8c4C|publisher=Discovery Publishing House|isbn=9788171418596|accessdate=30 October 2014}}

The aim of the use of these measurement techniques is to quantify the success of the learning activity. This allows the CLO to adapt learning activities in future to increase the level of successful outcomes (Jonassen et al., 2008).{{cite book|last1=Jonassen, Spector, Driscoll, Merrill, Merrienboer|first1=David, Michael, Marcy, M.David, Jeroen|title=Handbook of Research for Educational Communications and Technology|date=25 September 2008|url=https://books.google.com/books?id=GgCPAgAAQBAJ|publisher=Routledge|isbn=9781135596910|accessdate=30 October 2014}}

A wide variety of different technologies may be used by CLOs in order to meet their learning objectives. Popular technologies used include the use of computer software to deliver lessons and tests. Additionally, internet based learning may be used to provide learning at remote locations and enable students to engage with lessons remotely (Iskander, 2008; Facer, 2011).{{cite book|last1=Iskander|first1=Magued|title=Innovative Techniques in Instruction Technology, E-learning, E-assessment and Education|date=20 August 2008|url=https://books.google.com/books?id=ngQH8S7Zx0gC|publisher=Springer Science & Business Media.|isbn=9781402087394|accessdate=30 October 2014}}

The University of Pennsylvania has their own Doctoral Program under their Graduate School of Education called the PennCLO Executive Doctoral Program. It specially prepares the Chief Learning Officers and other senior-level Human Capital Executives for success in their role as learning and talent development leaders.{{Cite web|url=https://www.gse.upenn.edu/academics/programs/penn-chief-learning-officer-edd|title=Chief Learning Officer Ed.D. Program | Penn GSE|website=www.gse.upenn.edu}}

Additionally, in 2017, Vanderbilt University's Peabody College of Education and Human Development launched an [https://peabodyonline.vanderbilt.edu/edd-in-organizational-learning/ online Doctor of Education in Leadership and Learning and Organizations] which aims to train current and prospective Chief Learning Officers and learning leaders in the following three areas:

• Leadership and Organizational Development
• Data and Analytics
• Learning and Design

There is scant data when it comes to the CLO position, considering that the position has only existed since 1991. In terms of salary, Indeed.com reports that the average salary is roughly $81,000{{Cite web |title=Indeed - Average Salary of a Chief Learning Officer |url=http://www.indeed.com/salary?q1=Chief+Learning+Officer&l1= |url-status=dead |archive-url=https://web.archive.org/web/20160304000012/http://www.indeed.com/salary?q1=Chief+Learning+Officer&l1= |archive-date=2016-03-04}} per year, as of May 2015. According to a CLO survey conducted in April 2015,{{Cite web|url=https://elmlearning.com/blog/chief-learning-officer/|title=Chief Learning Officer (CLO): Job Description, Trends, and Salaries|first=E. L. M.|last=Learning|date=April 20, 2023|website=ELM Learning}} roughly 45% of CLOs are female, which is a remarkably strong number for female representation in the c-suite. As a comparison, just 3%{{Cite web|url=http://www.strategyand.pwc.com/media/file/Strategyand_The-2013-Chief-Executive-Study.pdf|title=CEO Success study}} of CEOs are female, according to Pricewaterhouse Coopers.

The chief learning officer often works alongside the CEO and collaborates on his or her vision for instituting learning and development initiatives throughout the company. Occasionally the CLO will work closely with the chief technology officer, because much of L&D involves technological advancement. The chief knowledge officer will also assist the CLO in disseminating knowledge for employees to learn and apply. The chief culture officer will assist the CLO with any culture-based programs or initiatives, though most companies do not have a CCO at the moment.

{{Reflist}}

• Bonner, D., 2000. Leading Knowledge Management and Learning: Seventeen Case Studies from the Real World of Training, American Society for Training and Development. Available at: [https://books.google.com/books?id=ISWqgaRpaAwC Leading Knowledge Management and Learning: Seventeen Case Studies from the Real World of Training]
• Christenson, S.L., Reschly, A.L. & Wylie, C., 2012. Handbook of Research on Student Engagement, Springer Science & Business Media. Available at: [https://books.google.com/books?id=7LSxRvDF-RgC Handbook of Research on Student Engagement]
• Clutterbuck, D. & Garvey, B., 2006. Mentoring in Action: A Practical Guide for Managers, Kogan Page Publishers. Available at: [https://books.google.com/books?id=w9IO4CgMVREC Mentoring in Action: A Practical Guide]
• Elkeles, T. & Phillips, J.J., 2007. The Chief Learning Officer (CLO), Routledge. Available at: [https://books.google.com/books?id=Vb8JBAAAQBAJ The Chief Learning Officer (CLO)]
• Facer, K., 2011. Learning Futures: Education, Technology and Social Change, Taylor & Francis. Available at: [https://books.google.com/books?id=FVoMK3hF_uQC Learning Futures: Education, Technology and Social Change]
• Flaherty, J., 2010. Coaching: Evoking Excellence in Others, Routledge. Available at: [https://books.google.com/books?id=5Nfv94keo5cC Coaching]
• Iskander, M., 2008. Innovative Techniques in Instruction Technology, E-learning, E-assessment and Education, Springer Science & Business Media. Available at: [https://books.google.com/books?id=ngQH8S7Zx0gC Innovative Techniques in Instruction Technology, E-learning, E-assessment and Education]
• Jonassen, D. et al., 2008. Handbook of Research for Educational Communications and Technology: A Project of the Association for Educational Communications and Technology, Routledge. Available at: [https://books.google.com/books?id=GgCPAgAAQBAJ Handbook of Research on Educational Communications and Technology]
• Rani, J.S., 2004. Educational Measurement and Evaluation, Discovery Publishing House. Available at: [https://books.google.com/books?id=CRt893qk8c4C Educational Measurement and Evaluation]
• Rauner, F. & Maclean, R., 2008. Handbook of Technical and Vocational Education and Training Research, Springer Science & Business Media. Available at: [https://books.google.com/books?id=xQqIP4o5_l4C Handbook of Technical and Vocational Education and Training Research]

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Category:Corporate governance

Category:Management occupations

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