Warren Howlett

Three Steps to Improving Learning Measurement: 1) Move away from L&D activity metrics to focus instead on metrics that align to employee performance and business needs; 2) Use data to tell how L&D impacted the business yesterday, how it’s impacting the business today, and how it will drive business tomorrow; and 3) Go beyond communicating what’s interesting about data to what the data impacts.

A CLO's best bet to ensure the learning function remains relevant today and tomorrow is to assume the role of development architect -- not learning provider -- and to shake up design and delivery to put learning in employee's hands

Senior Director leading and accountable for the research. This research study teaches organizations how to build a culture of productive learning that drives business outcomes by rightsizing the learning opportunity for employees; building the learning capability of employees; and fostering shared ownership of the learning environment.

Co-author of research presentation entitled Beyond Learning to Application, A Practical Extension of Learning Agility

Senior Director leading and accountable for the research. This study helps organizations to develop leaders to be more effective in the new work environment of change and uncertainty. It teaches that organizations must focus on driving leaders' "adaptive application"—the ability and mindset to apply one's competencies to new and different work situations." To do this, organizations must actively foster an adaptive leader mindset; enable leaders to practice adapting to new situations; and… Show more

Senior Director leading and accountable for the research. This study helps organizations to develop leaders to be more effective in the new work environment of change and uncertainty. It teaches that organizations must focus on driving leaders' "adaptive application"—the ability and mindset to apply one's competencies to new and different work situations." To do this, organizations must actively foster an adaptive leader mindset; enable leaders to practice adapting to new situations; and activate the support networks that enable leaders to succeed. Show less

Senior Director leading and accountable for the research. This research study teaches how to improve employee performance through “network learning”—getting employees who work together to learn together. To drive performance with network learning, organizations must refocus the line on the highest-impact performance competencies; target the shared development needs of employees that work together; blend Network Learning with formal learning solutions; and embed Network Learning into day-to-day… Show more

Senior Director leading and accountable for the research. This research study teaches how to improve employee performance through “network learning”—getting employees who work together to learn together. To drive performance with network learning, organizations must refocus the line on the highest-impact performance competencies; target the shared development needs of employees that work together; blend Network Learning with formal learning solutions; and embed Network Learning into day-to-day work interactions. Show less

Director and Project Manager for the research. This quantitative and qualitative research analysis teaches that L&D staff need to become Learning Advisors that combine traditional L&D expertise, business expertise, and strong advisory skills to proactively influence talent and business decisions. Learning Advisors challenge, rather than just inform, line and HRBP decision making; they use day to day activities for influence instead of just focusing on execution; and they drive for business… Show more

Director and Project Manager for the research. This quantitative and qualitative research analysis teaches that L&D staff need to become Learning Advisors that combine traditional L&D expertise, business expertise, and strong advisory skills to proactively influence talent and business decisions. Learning Advisors challenge, rather than just inform, line and HRBP decision making; they use day to day activities for influence instead of just focusing on execution; and they drive for business impact rather than line satisfaction. Show less

Director and Project Manager for the Research. This research teaches that in order to realize the full return on leadership investments, organizations must focus, not just on effective execution of individual programs, but on ensuring that leadership programs drive business outcomes and are integrated across the organization. Organizations should do this by integrating leadership risks into business strategy; targeting business-driven leadership effectiveness measures; and integrating talent… Show more

Director and Project Manager for the Research. This research teaches that in order to realize the full return on leadership investments, organizations must focus, not just on effective execution of individual programs, but on ensuring that leadership programs drive business outcomes and are integrated across the organization. Organizations should do this by integrating leadership risks into business strategy; targeting business-driven leadership effectiveness measures; and integrating talent management activities. Show less

Director and Project Manager for the research. This research, based on a global employee survey and data analysis, helps organizations make key decisions on pay for performance. It supports organizations in designing pay for performance to optimize talent outcomes and in reinforcing pay for performance in the workplace.

Director and Project Manager for the research. This research helps compensation professionals at multinational organizations to reduce complexity and inconsistencies by moving to a global platform for compensation.

Represented CLC in the European Commission's Research Group on Women in Science and Technology. Author of the article entitled Driving Attraction and Commitment with a Work-Life Value Proposition, Special Focus on Science and Technology Employees

Associate Director and Project Manager for the research. This quantitative analysis enables organisations to drive talent competitiveness with a work-life proposition; identify work-life drivers of attraction; drive employee commitment through awareness and consumption of a work-life proposition.

Contributing researcher. This research and accompanying suite of implementation resources outlines a new strategic workforce planning agenda in addition to the annual staff planning process and provides the insights and tools to more effectively diagnose and respond to strategic talent needs.

Contributing researcher. Human capital-related challenges are the biggest driver of integration performance. This research provides the following insights and tools: business case for HR involvement across the M&A process; end-to-end M&A guide for the chief human resources officer; and tools to overcome human capital risks throughout the M&A process..

Contributing researcher. This qualitative and quantitative research presents a new framework and set of resources to enable an organization to position its employment value proposition to attract candidates and build employee commitment.