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3 reasons external benchmarking is bad for corporate learning

CLO Magazine

It was an adaptation of a surveyor’s point of reference — an angle iron stuck in the ground as a support to create a common reference point for a leveling staff. This is a hugely problematic assumption, as most organizations are still infantile in their ability to affect their employee’s behaviors at scale.

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6 steps to lead a successful change management initiative

CLO Magazine

The LPP project manager gathers the stakeholders together to state the problem, identify expectations which tie to the strategic goals, define critical behaviors and supports for the training, and determine what data will show success. If you have a culture where coaching and mentoring are standard practice, engage that system.

Change 113
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Kraft Heinz CLO Pamay Bassey is reimagining corporate learning with laughter and passion

CLO Magazine

Ekpedeme “Pamay” Bassey, CLO of The Kraft Heinz Co., Now, after coming on board as CLO for Kraft Heinz in Chicago last December, Bassey is reimagining the company’s approach to corporate learning. One of Bassey’s areas of focus as the company’s CLO is developing the framework for new academies in Ownerversity.

CLO 60
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What Does Being Strategic Look Like?

CLO Magazine

Well, there are specific behaviors that need to be exhibited and incorporated into one’s own actions. Then, through practice and by receiving positive feedback and reinforcement, those strategic actions and behaviors become natural attributes. So, how does one become strategic? What does strategic look like?

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The individual or the organization: Identifying the root of employee underperformance

CLO Magazine

Would you perform better if you had the same mentor or onboarding experience as other colleagues in the same role? Sometimes colleagues share inaccurate information that encourages outdated behaviors or different approaches than what’s appropriate for the role. If yes, have a conversation that addresses conflicting information.

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The Tale of a Job Hunt

Allison Rossett

A bit more time was spent reaching out to a network of colleagues and mentors. Many leads, much communication, moments of joy, and some despair and distress … all bring us to focus on two main, and concurrent, interviewing experiences, from here on referred to as company A and B. Interview #3 was a behavioral assessment.

Job 104
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How this 3D printing company improved its culture and talent management strategy

CLO Magazine

A good mentor of mine once said, ‘If you’re not evolving, you’re devolving.’ If SprintRay did not start addressing culture now, it would only grow bad habits or behaviors that would take too long to fix. Discover: Document desired culture and the behaviors that fit in it. Articulate: Roll out behaviors and define boundaries.

Culture 79