Nine Key Components of Exemplary Practice in Employee Learning and Development

Nine inter-related practices show how companies build exemplary learning cultures and actively promote employee education and development within the organizational structure.

These key practices were first identified by The Council for Adult & Experiential Learning (CAEL) and are based upon extensive research in the field.

The Nine Exemplary Practices provide the framework for the annual WorkforceChicago2.0 Award which recognizes companies that excel in implementing learning and development strategies.

1. Leadership vision and commitment drive learning.
   The CEO and senior management are the driving forces in elevating the importance of learning and development.
   
   
2. Employee learning is aligned with business goals.
   Top leadership adopts clear goals and communicates them throughout the organization and ensures that learning and development activities are aligned with the goals.
   
   
3. Learning and development leader is strategically positioned within senior management team.
   Human Resources Leader or the Chief Learning Officer is part of the executive management team.
   
   
4. Leadership development is emphasized at all levels of the organization.
   Management recognizes that leadership skills are essential for employees at all levels and efforts are made to develop talent from within the organization.
   
   
5. Organization is committed to expanding knowledge beyond job-related or technical skills.
   Investments are made to develop well-rounded, versatile employees through tuition assistance programs, customized on-site training, and personal development options.
   
   
6. Informal learning opportunities are prevalent throughout the workplace.
   Investments are made to intentionally integrate work and learning through team projects, cross training, rotational assignments, and problem-solving exercises.
   
   
7. Technology is used strategically to meet learning objectives.
   Innovative technologies are used to support and reinforce learning and to manage the firm’s education and training offerings.
   
   
8. Alliances within educational institutions are central to learning strategy.
   Customized degree, certificate and non-credit programs are developed collaboratively to meet business and employee needs.
   
   
9. Assessment of impact is emphasized.
   A mixture of measurement strategies is used to assess the impact of training and development investments.