ABSTRACT
This chapter explores a challenging issue: moving from traditional learning and development to providing performance improvement solutions. Many Chief Learning Officers (CLO) are challenged to ultimately transform learning and development (L&D) into an overall performance improvement function. The shift to the performance improvement role represents a change in paradigm for all those involved in the traditional L&D function. The structure of the L&D function shifts as the performance improvement role is undertaken. The L&D function can have specialists involved in needs assessment and evaluation; designers and developers producing structured learning programs or purchasing the programs; facilitators conducting the programs; and managers keeping the programs organized. CLOs are required to move beyond traditional methodologies and systems to enhance the businesses they serve. Many CLOs have expanded their roles to include recruitment and staffing, employee communications information, work-force planning, organizational design, and organizational effectiveness.
