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Transforming key talent careers with a mentoring program

CLO Magazine

In response, the Organization Effectiveness team launched a targeted, high-touch mentoring program. How we designed a mentoring program that works We started by defining the success criteria for the mentoring program, which included: At least 25 active mentor/mentee pairings to be reciprocal and mutually beneficial.

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5 steps to build better internal talent pipelines

CLO Magazine

These offerings should be complemented with real-world experience to apply knowledge, whether through skilled volunteerism, mentoring or stretch projects. Best-practice tactics include: A special CEO/CLO announcement (video, town hall call out, email). Do you see trends with engagement scores?

Coaching 112
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When the leader can’t return to the office

CLO Magazine

With many schools closed for in-person instruction, scores of people may not have someone to stay home with their children. This is a great opportunity to take a promising team member under your wing to mentor them. The post When the leader can’t return to the office appeared first on Chief Learning Officer - CLO Media.

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Learning Insights: Therese Henry pays it forward as a learning champion

CLO Magazine

After completing the program, I wanted to create a “pay it forward” mentoring program for women. I designed and rolled out a global mentoring program for our organization with the goal of developing the leadership pipeline. The success of the initial mentoring program is measurable.

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Role of a Learning Consultant: Insightful discussion imported from LinkedIn

ID Reflections

And when I say ROI it should not be how many people were trained and what their training scores were. select custom-built courseware, provide post-training support, measure learning effectiveness, create mentoring/coaching frameworks, create frameworks that enable community-driven learning, and create and sustain Communities of Practice.

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3 ways to use storytelling to build resilience

CLO Magazine

Scores on those two questions were relatively low across the board. But what really sounded the alarm for the company’s optimistic and charming CEO was this: Senior leadership — more than 100 VPs and above — were the lowest scoring cohort, scoring both those questions only at about a six. Who’s the mentor? Of course not.

Trust 84
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The Gift of Key Stakeholder Feedback

CLO Magazine

To be sure, value remains in quantitative scoring (i.e., on a 1-to-5 scale) but the real improvement among company leaders comes from drilling down a few levels deeper to determine not just an overall score but an individual’s strengths and opportunities.