How do you ensure that your Corporate Learning Function (CLF) is actively contributing to the strategy and business priorities of your organisation? How does its governance ensure the mandate, support and involvement of the business to successfully deliver?
How does the CLF understand and segment its market? How does it meaningfully involve the business and learners in the design of its programmes, services and activities?
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? And how does the CLF manage its ecosystem of internal and external resources?
These were the kind of questions that we addressed since April in a bi-weekly blog on the refreshed CLIP framework for excellence in corporate learning, the premier global quality management scheme for corporate learning functions and corporate universities.
After six blogs, we will now take a summer break and resume our series in September with another four blogs. These will feature the transversal themes of agile, digital, and international that cut across the framework as well as the benefits of undergoing CLIP accreditation.
So far, we have discussed the five chapters of the CLIP framework. 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.
Our forthcoming blogs will explain the three transversal themes that underpin all five chapters: digital, agile, and international. The digital transformation pervades all aspects of corporate learning. Agile comprises responsiveness, flexibility, personalization, among other topics. And the international mindset and connectivity of the learning function allow one to learn from and with the world, even if the organisation has a limited geographic footprint.
In our last blog, we will demonstrate the benefits of pursuing a CLIP accreditation. These include internal recognition within the organisation, contributing to the employer brand, acceleration of the strategic development of the learning function, and having access to a community of forward-looking learning and talent development leaders. Stay tuned!
For more information, visit CLIP – EFMD Global.