Efnisyfirlit

• Contents
• Preface
  • What Successful People Have in Common
  • What Successful Organizations Have in Common
  • About This Book
    • About the Sarder Learning Framework
    • Learning from Others
• Chapter 1: Why Become a Learning Organization?
  • Key Changes That Affect Success
    • Changes in Technology
    • Business Model Change
    • Job Role Change
    • Globalization Impact
  • The Learning Advantage
    • The Hiring and Retention Advantage
    • The Innovation Advantage
    • Investing in Learning Is Good Business
    • What Learning Is
    • What a Learning Organization Is
  • A Framework for Building a Learning Organization
    • Learning Culture
    • Learning Plan
    • Learning Operation
• Chapter 2: Building a Learning Culture
  • How to Recognize a Learning Culture
  • How to Build a Learning Culture
  • The Right Leader
    • Begin with the Vision
    • Share the Vision
    • Be a Role Model
  • The Right People
  • The Right Behaviors
  • The Right Resources
  • Learn How You Are Doing
• Chapter 3: Developing a Learning Plan
  • The Components of a Learning Plan
    • Learning Goals
    • Competency Models
    • Learning Methods
    • Learning Assessments
  • Form a Team to Develop Your Learning Plan
    • Consider Team Size and Composition
    • Hold a Kickoff Meeting
    • Establish Communication and Reporting Protocols
    • Arrange to Meet Regularly during the Life of the Project
    • Plan for Contingencies
    • Assess the Current Situation to Identify the Organization's Needs and Challenges
    • Collect the Data
    • Use the Results of the Team's Assessment
• Chapter 4: Setting Learning Goals
  • All Goals Are Not Created Equal
    • Learning Goals versus Performance Goals
    • Development Goals
  • How to Set Learning Goals
• Chapter 5: Creating Competency Models
  • Knowledge, Skills, and Attitudes (KSAs)
  • Four Types of Competency Models
  • Competencies for Today and Tomorrow
  • Developing Competency Models
    • Identifying Critical Competencies
    • Tips for Developing Useful Competency Models
  • Using Your Competency Models
    • The Needs Assessment Process
    • Identify Root Causes and Set Priorities
  • Examples of Competency Models
    • Core Competencies
    • Functional Competencies for a Sales Team
    • Job Competencies for a Learning Professional
    • Leadership Competencies
• Chapter 6: Selecting the Right Learning Methods
  • Formal versus Informal Learning
  • Five Primary Learning Methods
    • Classroom Learning
    • Coaching
    • Mentoring
    • On-the-Job Training
    • Self-Study
  • What's the Most Effective Learning Method?
  • What Drives the Selection of Learning Methods?
  • Putting the Learning to Use
• Chapter 7: Assessing the Results of Your Learning Plan
  • Key Assessment Questions
  • Assessment Methodologies
    • Level 1. Satisfaction (Did the Learners Like the Program?)
    • Level 2. Learning (Did the Program Help People Learn?)
    • Level 3. Impact (Are People Applying the Learning?)
    • Level 4. Results (Has the Learning Helped Us Achieve Our Goals?)
    • Level 5. Return on Investment (Is the Investment Worth the Cost?)
• Chapter 8: Managing Your Organization's Learning Operation
  • The Components of a Learning Operation
    • Content
    • Delivery
    • Technology
    • Administration and Marketing
  • The Role of a Chief Learning Officer (CLO)
  • The Role of a Learning Management Service
    • Choosing the Right Technologies
    • Tips for Deciding What Technology You Need
• Chapter 9: Call to Action!
  • Become an Activist in the Service of Learning
    • Action 1. Build a Learning Organization
    • Action 2. Become a Lifelong Learner
    • Action 3. Promote Lifelong Learning
  • Be an Education Activist
• Learning from Experts: Excerpts from Sarder TV Interviews
  • Authors and Educators
    • Peter Senge
    • Edward D. Hess
    • Michael Marquardt
    • Hank Paulson Jr.
    • Gary Beach
    • Bertrand Moingeon
  • Learning Managers and Learning Professionals
    • Roseanna DeMaria
    • Alison Cunard
    • Tom Evans
    • Dave DeFilippo
    • Karen Kocher
    • Robert Burnside
    • T.J. Elliott
• Partial List of Chief Executive Officers, Chief Learning Officers, Chief Information Officers, Autho
• Notes
• References and Resources
  • References
  • Useful Websites
• Acknowledgments
• About the Author
• Index
• End User License Agreement

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