Articles by Michael Ph.D.

One goal for the column is to take a more proactive posture on issues of importance to our industry.

Here is what’s happening at some best-practice companies using measurement of learning's business impact.

When we fail to show why our budget requests are more valuable to the firm than alternative investments, we are at the mercy of guesses — ours and the finance manager’s.

Few industries in the American economy are under as much pressure as the auto industry. Innovation is the key to success.

Value is pretty straightforward when it comes to capital assets. When it comes to human capital, measuring value becomes more difficult.

Overwhelmingly, surveys of learning leaders identify the measurement of learning’s business impact as a high priority for the learning profession.

Most learning and development interventions go unmeasured or are measured on dimensions of no interest to the CEO and the CFO.

There are very few things in our global economy today that are more important than measuring the impact of learning and development expenditures. 

Think of talent as an asset and management as a process. Much of the attention on talent management has been on the process and the tools to manage that process.

The corporate world largely underuses four-year universities and community colleges as resources. The Chief Learning Officer magazine Business Intelligence Board survey shows that almost half of the companies surveyed have no relationship with a unive

The Gallup Organization has determined that 71 percent of the U.S. workforce is not engaged. CLOs are challenged to deploy learning and development strategies that ensure all employees operate at peak levels.