Building An Innovative Learning Organization: A Framework To Build A Smarter Workforce, Adapt To Change, And Drive Growth

About the Book

Institute a culture of learning to boost organizational performance and agility
What makes organizations successful? Today, most successful companies are learning organizations. Building an Innovative Learning Organization shows you how to join their ranks and bring your organization up to the head of the class. This book is a practical, actionable guide on how to boost performance, successfully manage change, and innovate more quickly. Learning organizations are composed of engaged, motivated employees who continually seek improvement, which leads to organizational agility and the ability to innovate ahead of the curve. When you encourage learning at every level, from the intern to the C suite, you gain a more highly skilled workforce with a greater ability to act in any situation.

Building an Innovative Learning Organization shows you how to create this culture in your organization, with detailed explanations, practical examples, and step-by-step instructions so you can get started right away. Written by a recognized thought leader in the training industry, this informative and insightful guide is your roadmap to a more effective organization. You will discover how to:

Attract, retain, and motivate the best employees
Become a more innovative and agile organization
Create a culture of continuous self-improvement
Encourage learning at all levels and translate it into action
Learning and education doesn't end at graduation—it's a lifelong process that keeps you relevant, informed, and better able to achieve your goals. These same benefits apply at the organizational level, making the culture self-sustaining: learning organizations attract top workers, who drive the organization forward, which attracts more top workers. If you want the best people, you have to be their best option. Building an Innovative Learning Organization gives you a blueprint for building a culture of learning, for a stronger, more robust organization.

About the Author

RUSSELL SARDER is the CEO of NetCom Learning, a global leader in managed learning services, IT and business training, and talent development. Under his leadership, NetCom Learning has become a multimillion-dollar business. He is also the founder of Sarder TV an online media company providing exclusive educational interviews with top leaders, as well as motivational videos encouraging the public to succeed in their personal and professional lives. He is also a business practitioner and mentor for MBA students and alumni at Columbia University.

Table of Contents:
Preface What Successful People Have in Common What Successful Organizations Have in Common xxi About This Book Chapter 1 Why Become a Learning Organization? Key Changes That Affect Success The Learning Advantage A Framework for Building a Learning Organization Chapter 2 Building a Learning Culture How to Recognize a Learning Culture How to Build a Learning Culture The Right Leader 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 Form a Team to Develop Your Learning Plan Chapter 4 Setting Learning Goals All Goals Are Not Created Equal 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 Using Your Competency Models Examples of Competency Models Chapter 6 Selecting the Right Learning Methods Formal versus Informal Learning Five Primary Learning Methods 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 Chapter 8 Managing Your Organization’s Learning Operation The Components of a Learning Organization The Role of a Chief Learning Officer (CLO) The Role of a Learning Management Service Chapter 9 Call to Action! Become an Activist in the Service of Learning Be an Education Activist Learning from Experts: Excerpts from Sarder TV Interviews Authors and Educators Learning Managers and Learning Professionals Partial List of Chief Executive Officers, Chief Learning Officers, Chief Information Officers, Authors, and Thought Leaders Interviewed by Sarder TV Notes References and Resources References Useful Websites Acknowledgments About the Author Index