How do you ensure that your learning function is actively contributing to the strategy and business priorities of your organisation? What is excellence in corporate learning all about? And how do you get a fair outside-in view of your learning and development function that is not a mere check-the-box process but one that takes your context into account, engages your stakeholders, and fuels your function’s strategic development?
These were the kind of questions addressed by EFMD’s launch of its Corporate Learning Improvement Process (CLIP) in the early 2000s, under the leadership of Gordon Shenton, its first Director. CLIP has since then become the premier quality management tool for corporate learning. It combines assessment and development of a learning function and rests upon a framework of quality standards and on a tested process of self-assessment and peer review.
The CLIP quality framework has been refreshed and redesigned for 2021. The new CLIP framework is structured in five chapters, each with three standards composed of four criteria. The chapter flow follows a clear value chain logic and covers all relevant aspects of a world-class learning organisation.
The first chapter covers the strategy of the learning function, its positioning, governance, and value creation logic. Chapter 2 deals with the target markets served and their segmentation, the connections with learners and their managers as well as the integration of businesses along the learning value chain. The learning function’s offer for its various market segments is the subject of chapter 3, its cohesiveness, design, and deployment. Chapter 4 looks at the resources that the learning function orchestrates, beginning with its own team and continuing with how it builds and leverages an internal and external learning ecosystem. Finally, chapter 5 addresses the impact of the learning function, on individuals, businesses, the enterprise, and society, the respective measurement and feedback loop into strategy.
Three transversal themes cut through all five chapters: digital, agile, and international. The digital transformation pervades all aspects of corporate learning. Agile comprises responsiveness, flexibility, personalisation, among other topics. And the international mindset and connectivity of the learning function allow to learn from and with the world, even if the organisation has a limited geographic footprint.
The CLIP framework continues to take a broad view of Corporate Learning & Development and to cover both, the professionalism applied in all learning and development processes and practices, as well as their grounding in business and organisational reality and their link to the company’s strategic and transformation agenda. The CLIP process remains unchanged, with the two main pillars of self-assessment and peer review, at which four peers from the CLIP community interview all stakeholders of a learning function to the identity and feedback points of excellence, strengths, areas of development and considerations for the future.
The redesign task force was led by Steven Smith, a Senior Advisor to EFMD and former EVP at Capgemini and CLO at Nordea Bank. Our many thanks go to him and all other members of the global CLIP community who contributed so generously with time and expertise to this project. We are proud of the outcome and confident that the refreshed CLIP will continue to inspire learning and development functions to join the club of those that have already gone through the accreditation.
Throughout the summer, Steven Smith and Martin Moehrle, Director of CLIP at EFMD, will publish every other week an article discussing in more depth CLIP’s five chapters and three transversal themes, and the overall benefits of getting CLIP accreditation. We hope that this series will find your interest.
For more information go to CLIP – EFMD Global.