In today’s environment, continuing education is becoming an increasingly strategic lever for businesses. At the helm? The Chief Learning Officer (CLO), a position whose terminology is still little-known in France, is one that is crucial in the development and implementation of training strategies for large organizations. The Chief Learning Officer plays a vital role in their transformation by supporting skills development and directly contributing to the company’s performance.
The Chief Learning Officer, corporate training strategist
Learn more about this role from Frédéric Hebert, Chief Learning Officer at Rise Up. With over 15 years of expertise in digital HR transformation within Fortune 500 companies, Frédéric has held strategic positions at Renault Group and Alstom. As Head of Digital Learning at Danone, he led global initiatives that enabled the company to expand into emerging markets and introduce new products. With his experience and industry knowledge, Frédéric now supports learning professionals in addressing current challenges, such as the acceleration of change, the intergenerational needs of employees, and the growing skills gap.
What is the main mission of a Chief Learning Officer?
Frédéric Hebert – “The CLO has two hats: strategic and operational. They define the vision for training within the company and implement and manage the systems needed to develop employees’ skills. Their role is not limited to organizing training; they must anticipate skills needs and ensure that learning is aligned with business objectives. Finally, the CLO’s ultimate mission is to make training one of the cornerstones of the company’s performance. To do this, they must convince internally and demonstrate that training is not a cost center, but rather a performance lever.”
What are the essential skills for this position?
Frédéric Hebert – “A good CLO must have a clear strategic vision and be able to anticipate changes in the job market and skills. They must also be able to convince and secure budgets, as training is often underfunded. Finally, beyond the obvious human resources skills, the CLO must have skills in digital and change management, which are essential.
What are the main challenges facing the Chief Learning Officer today?
Frédéric Hebert – “The first challenge is speed. Skills evolve very quickly, and some have a lifespan of three years at most. We must therefore anticipate trends, offer suitable training formats, and rely on digital technology. The other challenge is recognizing the role of training within the company. Many still consider it an obligation rather than a lever for competitiveness. However, if we want to obtain budgets, we must be able to demonstrate the return on investment of training. This challenge is therefore intrinsically linked to the third major challenge, which is that of operational excellence. The CLO is indeed a training strategist, but the operational dimension of the role should not be underestimated.”
How does the role fit into the company’s organizational chart?
Frédéric Hebert – “It all depends on the structure. In large companies, the CLO often reports to HR or the Talent department, but they can also be part of the strategic management. The important thing is that they are visible and recognized as a key player in talent development.”
What is the typical path to becoming a CLO?
Frédéric Hebert – “There are two main paths. The first, vertical, involves progressing within training teams, moving into learning & development manager positions. The second, horizontal, involves professionals from talent management or digital transformation who take on training responsibilities. In all cases, the CLO must have human resources skills.”
How does the function evolve?
Frédéric Hebert – ” The role is evolving by increasingly integrating technological innovations, but without denying the fundamentals of traditional training. With digitalization, learning methods are diversifying: learning in the workflow, mobile learning, artificial intelligence for adaptive learning … Today’s CLO must be a conductor, capable of articulating these advances to optimize employee learning. But technology is not an end in itself; it is a performance catalyst serving effective training rooted in proven practices.”
