Theory in Practice

Companies that want to grow understand that learning is a tool for enhancing the value of human capital. Reference case studies and original research here to see what organizations around the globe are doing to go beyond best practices in human capital investment, management, and measurement.

Experience, also known as informal learning, accounts for 70 percent of the knowledge we bring into our careers. The remaining 30 percent is comprised of our training and education - formal learning. The challenge for CLOs is how to integrate the convenience and flexibility of informal learning with the expert-selected content and measurement value of formal learning - targeting our learning investments and taking advantage of the full potential of both.

Existing business models continue to focus on maximizing profits and shareholder value, with less attention paid to other factors that can positively impact the bottom line, such as human capital investment, stewardship, collaboration, and critical thinking skills. To deliver the highest, most enduring competitive advantage, consider the "flip side" of business by aligning pro-social behaviors with organizational performance, and build altruistic management philosophies into the workplace.

Preparing for the inevitable workforce shortage when 77 million baby boomers begin to retire in the coming years is a test of any human capital management and business strategy. Creating a learning curriculum that summarizes the know-how of and lessons learned by top performers captures corporate knowledge for development of future leaders.

What works and what doesn't. This presentation covers real case studies that have influenced organizations' evolution to becoming learning-centric. It concludes with specific recommendations to enhance chances for success.