How does a Corporate Learning Function (CLF) align itself to a continuously changing environment? How does it accelerate digital and informal learning? What distinct expertise does the corporate learning team have, and how representative is it of the organisation at large? How does the CLF manage its ecosystem of internal and external resources?
The Corporate Learning Function’s Resources
The Corporate Learning Function’s Operating Model and Resources is the fourth of five chapters of EFMD’s CLIP framework for excellence in corporate learning.
Once the CLF has formalised how it will contribute to the organisation’s goals and priorities, defined what workforce segments it needs to target, and how its portfolio of offerings will look like, this chapter looks at the operating model and resources to best deploy such offer.
The CLF’s structure should effectively translate its strategy and enable its responsiveness to an ever-changing business context. The corporate learning team’s expertise should be distinct and acknowledged within the organisation. This expertise should comprise the enablement of digital and informal learning.
The CLF’s team should mirror the diversity of the organisation and role model its future ambition. It should have wide opportunities to learn and connect with international peers and explore innovative practices.
This chapter also looks at how the CLF balances internal and external resources in the delivery of its offer, decides which processes to outsource and which to keep in-house, and how it selects external partners that best complement internal capabilities. Managing a well-balanced and ongoingly refreshed ecosystem of internal leaders and experts and external partners that provide a fresh perspective from the outside is of the essence for the effective delivery of the CLF’s offer.
For more information, visit CLIP – EFMD Global.