UK

United Kingdom · Learning and development · C-Suite (20+ years)

Chief Learning & Performance Officer (CLPO)

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  • Experience bandC-Suite (20+ years)
  • Reports toChief Executive Officer (CEO) or Chief People Officer (CPO)
  • UK framework levelUsually an executive or board-level role

Also advertised as VP, People & Capability · Chief Learning Officer · Chief Talent Officer · Executive Director, Organisational Development

Built on 43,079 real UK job descriptions we analysed · grounded in qualifications employers recognise

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

SFJ Awards Level 3 Certificate In Learning and Development SFJ Awards · Level 3 · covers 2 of 7 standards
City & Guilds Level 4 Diploma in Learning and Development City & Guilds Limited · Level 4 · covers 2 of 7 standards
Focus Awards Level 3 Diploma in Playwork (RQF) Focus Awards Limited · Level 3 · covers 2 of 7 standards
NCFE CACHE Level 5 Diploma in Advanced Playwork (Wales) NCFE · Level 5 · covers 2 of 7 standards
TQUK Level 3 Diploma in Specialist Support for Teaching and Learning in Schools (RQF) Training Qualifications UK Ltd · Level 3 · covers 1 of 7 standards
NQual Level 5 Certificate in Leadership and Management NQual · Level 5 · covers 1 of 7 standards

Matched from the standards this job is measured against: a suggestion, not an official ruling.

The units you would start with

Identify individual learning and development needs SFJ Awards Level 3 Certificate In Learning and Development
Provide learning opportunities for colleagues Focus Awards Level 3 Diploma in Playwork (RQF)
Support learning and development within own area of responsibility TQUK Level 3 Diploma in Specialist Support for Teaching and Learning in Schools (RQF)
Principles of leadership and management NQual Level 5 Certificate in Leadership and Management

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Automation Fluency building AI into how work runs
Foresight Fluency seeing round the corner
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Your Plan Illustration

Built for Chief Learning & Performance Officer (CLPO)

4 units that map to this job, from the qualifications that cover it.

  1. Identify individual learning and development needs SFJ Awards · covers 2 of 7 standards Level 3
  2. Provide learning opportunities for colleagues Focus Awards Limited · covers 2 of 7 standards Level 3
  3. Support learning and development within own area of responsibility Training Qualifications UK Ltd · covers 1 of 7 standards Level 3
  4. Principles of leadership and management NQual · covers 1 of 7 standards Level 5
These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

2AI and this work

Will AI change your work as a Chief Learning & Performance Officer (CLPO)?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skills this role is being asked for

  • AI Ethics & Governance in Learning & Performance
  • Future of Work & Dynamic Skills Taxonomy Design
Why each one is rising

The future skills this job leans on

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

What happens when you start

Next, a free account. We build your Chief Learning & Performance Officer (CLPO) plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

Your first Future Fluency module is free. After that, your AI tutor is £70 a month.

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3What this role really is

A Chief Learning & Performance Officer sets the workforce capability strategy for a business, making sure people have the skills needed now and in the future. The role sits at executive level, turning market shifts and business strategy into learning and performance plans that affect profit and market position. It carries accountability for making sure people are ready for what comes next.

4What you'd actually use

The tools this job runs on, and how well you'd need to know each one.

Cornerstone OnDemand / Workday Learning (LMS) Strategic

Leading the selection, governance, and multi-year roadmap for our enterprise learning platform; ensuring it integrates seamlessly with our HRIS and other talent systems to deliver a unified learner experience across the globe.

Degreed / EdCast / LinkedIn Learning (LXP) Strategic

Defining the role of the LXP in fostering a culture of continuous, self-directed learning; owning vendor relationships and championing the platform's adoption to drive skill development and talent mobility.

Lattice / Workday Performance & Talent Strategic

Designing and overseeing the organisation's holistic performance management philosophy and processes, using these platforms to enable goal setting, feedback, and career development at scale across the enterprise.

Tableau / Power BI (Advanced Data Visualisation) Strategic

Defining the key learning and performance metrics for executive dashboards and board reports; challenging assumptions and ensuring data integrity to tell a compelling, evidence-based story about human capital impact.

Miro / Mural (Enterprise Design Thinking) Strategic

Leading executive-level design thinking workshops to solve complex organisational challenges or envision future talent strategies; using these tools to facilitate collaborative strategic planning across diverse teams.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choiceComing in Where you are nowThe step above
Enterprise Learning Strategy N/A N/A N/A
L&P Function P&L & Budget Allocation N/A N/A N/A
Major L&P Technology Selection & Implementation N/A N/A N/A
Organisational Design of L&P Function N/A N/A N/A

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

Enterprise Capability Index
Overall improvement in critical skill areas across the organisation, as identified in our annual skills gap analysis.
Target · >15% improvement in top 5 critical skill areas annually

If our data literacy score was 60% last year, we'd aim for 69% this year, showing a clear, measurable uplift in a key area for our digital transformation.

Internal Talent Mobility Rate
Percentage of critical leadership and specialist roles filled by internal candidates who have progressed through our talent development programmes.
Target · >60% for leadership roles, >40% for specialist roles

Out of 50 leadership roles opened last year, 35 were filled by internal hires who completed our 'Future Leaders' programme, demonstrating a strong return on talent investment.

Time-to-Productivity (TTP) Reduction
Reduction in the average time it takes for new hires in key roles (e.g., Sales, Engineering) to achieve full productivity, directly attributable to optimised onboarding and early career development.
Target · >20% reduction across key departments, valued at £X million annually

If Sales new hires typically took 6 months to hit quota, we'd aim to get that down to 4.8 months, saving millions in lost revenue and accelerating growth.

Learning & Performance ROI
Demonstrable financial return on investment for major learning and performance initiatives (e.g., leadership development, sales enablement), using the Phillips ROI Model.
Target · Positive ROI (>1:1) for all major programmes (>£100K investment)

A £500K investment in a new manager coaching programme leads to a £1.5M reduction in employee turnover costs and a 10% increase in team productivity, yielding a 3:1 ROI.

Executive & Board Confidence
The Executive Leadership Team and Board actively seek your input on strategic people decisions, viewing L&P as a critical business partner.
  • You're consistently invited to strategic planning sessions, your opinions are sought on major organisational changes, and the Board allocates budget based on your capability recommendations without significant pushback. They trust your judgment.
Organisational Agility & Adaptability
Our workforce demonstrates a clear ability to quickly acquire new skills and adapt to changing market conditions or business priorities.
  • Feedback from business unit leaders confirms their teams are more responsive to new technology or market demands. We see faster adoption rates for new processes, and employees are actively seeking out development opportunities aligned with future company needs. We're not just reacting
  • we're anticipating.
Culture of Continuous Learning
The organisation embraces a mindset where learning is seen as an ongoing, integrated part of work, not a separate event. People are genuinely curious and committed to their own development.
  • High engagement with self-directed learning platforms, active internal knowledge sharing, managers regularly coaching and developing their teams, and a noticeable reduction in 'check-the-box' training mentality. People talk about learning naturally.
External Reputation & Employer Brand
Our company is recognised externally as a leader in talent development, attracting top-tier candidates and enhancing our employer brand.
  • Industry awards for learning programmes, positive media coverage, high rankings in 'best places to work' lists for development opportunities, and an increase in high-quality inbound applications citing our L&D offerings as a key draw. We're seen as a place where you can truly grow.

7Would you like it

Both sides. What people enjoy, and what grinds them down.

What people enjoy
Shaping Organisational Future & Legacy Building

You'll spend your days thinking about the long-term impact of your decisions, designing programmes that will still be relevant in 5-10 years, and seeing your vision for a capable workforce come to life across the entire company. This is about leaving a lasting mark.

Leading the creation of a global leadership academy that becomes the benchmark for talent development in our industry, directly impacting our succession pipeline for decades.

Solving Complex, Enterprise-Level People Challenges

You thrive on tackling the really thorny issues – how to reskill an entire workforce for AI, how to build a truly inclusive leadership culture, or how to accelerate innovation through learning. These aren't simple problems, and you're the one leading the charge to crack them.

Designing and implementing a company-wide initiative to address a critical skills gap in a new technology, impacting thousands of employees and ensuring our competitive edge.

Driving Business Impact through Human Potential

Your biggest satisfaction comes from seeing how your learning and performance strategies directly translate into tangible business results – increased revenue, reduced costs, faster product launches, or improved customer satisfaction. You see people as our greatest asset and love unlocking their full potential for commercial gain.

Implementing a new sales enablement programme that demonstrably increases quarterly revenue by £10M, directly linking learning to the bottom line.

What frustrates people
  • Dealing with executive-level politics and conflicting priorities from different business units.
  • Securing significant budget for long-term capability investments when short-term P&L pressures are high.
  • Implementing large-scale change initiatives across a diverse, global workforce with varying levels of buy-in.
  • The constant pressure to demonstrate quantifiable ROI for 'soft skills' development programmes to a sceptical board.
  • Navigating complex regulatory environments and compliance requirements for learning across multiple geographies.
  • Finding and retaining top-tier L&D talent in a competitive market.
What this role does not give you
  • A predictable, routine day-to-day schedule – expect constant pivots and urgent, high-stakes demands.
  • The luxury of working on small, isolated projects – everything you do will have enterprise-wide implications.
  • A role where you can avoid difficult conversations or challenging senior leaders – it's part of the job.
  • Guaranteed success for every initiative – some will fail, and you'll need to learn quickly and adapt.

8Who you work with

This role directly impacts the company's long-term viability, market competitiveness, and enterprise-wide P&L. You're responsible for ensuring we have the human capital to execute our strategic vision, innovate, and adapt to market changes. Your decisions influence everything from talent acquisition and retention to product development cycles and customer satisfaction. Frankly, you're building the engine that drives our future success.

Inside the business
  • CEO and Executive Leadership Team
  • Board of Directors
  • Chief Financial Officer (CFO)
  • Chief Product Officer (CPO)
  • Chief Technology Officer (CTO)
  • Business Unit Managing Directors
Outside the business
  • Investors and Shareholders
  • Industry Regulators
  • Key Strategic Partners and Vendors
  • Industry Bodies and Thought Leaders
  • Media and Public Relations

9What you need before you start

Not a wish list. The things you would be expected to already have.

  • Proven track record of leading a large, multi-functional Learning & Development or Talent organisation (100+ people) for at least 5 years.
  • Extensive experience (10+ years) in a senior leadership role with significant P&L responsibility (£5M+).
  • Demonstrable experience presenting to and influencing Board-level stakeholders and executive leadership teams.
  • Deep expertise in designing and implementing enterprise-wide talent strategies and organisational development initiatives.
  • A strong understanding of global business operations, financial markets, and the strategic role of human capital.
  • Experience leading M&A integration from a talent and capability perspective.

10What to practise next

Where the job is going, and what to do about it starting this week.

Neuroscience of Learning at Scale & Behavioural Science

Moving beyond traditional adult learning theory, you'll need to understand how the latest neuroscience and behavioural science insights can be applied to design highly effective, sticky learning experiences that drive behaviour change across a large organisation. This is about optimising for impact, not just engagement.

Cognitive Load Theory for Enterprise Content · Spaced Repetition & Retrieval Practice for Long-te · Gamification & Nudge Theory for Motivation & Engag · Emotional Intelligence & Psychological Safety in L

  • This quarter: Read key books and research papers on the neuroscience of learning and behavioural science applications in L&D.
  • Next 6 months: Partner with academic institutions or consultancies to bring in expertise on behavioural science for a major programme redesign.
  • Next 12 months: Implement a pilot programme that explicitly incorporates advanced neuroscience principles, measuring its impact on retention and behaviour change.
  • Ongoing: Challenge your team to move beyond 'best practices' to 'evidence-based practices' in their instructional design.

Quick win: In your next team meeting, discuss one key principle from behavioural science (e.g., 'choice architecture') and brainstorm how it could be applied to improve a current learning initiative.

11Staying current once you are in

What people here do to keep up
  • Active participation in executive-level industry forums and peer groups (e.g., CLO Exchange, Chief Learning Officer magazine events) to stay abreast of cutting-edge trends and network with peers.
  • Regular engagement with top-tier business school executive education programmes focused on global leadership, digital transformation, or advanced strategy.
  • Mentoring and sponsoring high-potential talent within and outside your organisation, giving back to the L&D community.
  • Publishing thought leadership articles or speaking at major industry conferences to establish yourself and our company as a leader in human capital.
  • Seeking out opportunities to serve on advisory boards for start-ups or non-profits, broadening your perspective and impact.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

AI Ethics & Governance in Learning & Performance

AI is rapidly transforming how we learn, assess performance, and make talent decisions. As CLPO, you'll be accountable for ensuring our use of AI in L&P is ethical, unbiased, compliant with regulations, and builds trust, not fear, among our employees. Get this wrong, and you risk reputational damage, legal challenges, and a breakdown of trust.

  • Algorithmic Bias Detection & Mitigation
  • Data Privacy & Security in AI-Powered Platforms
  • Human-in-the-Loop AI Integration
  • Explainable AI (XAI) for L&P Decisions

Future of Work & Dynamic Skills Taxonomy Design

The shelf-life of skills is shrinking, and job roles are constantly evolving. You'll need to move beyond static job descriptions to design dynamic, adaptive skills taxonomies and career pathways that can respond rapidly to market changes. This is about building an organisation that can continuously reskill and upskill at pace, anticipating future needs rather than reacting to them.

  • Skills-Based Organisation (SBO) Principles
  • Real-time Skills Assessment & Gap Analysis
  • Adaptive Learning Pathways & Micro-credentialing
  • Workforce Planning for Automation & Augmentation

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Enterprise Performance Consulting & Diagnosis
  • Multi-Year Learning Ecosystem Design & Architecture
  • Advanced Learning Measurement & Predictive Analytics
  • Organisational Change Leadership (ADKAR at Scale)
  • Talent Architecture & Competency Frameworks

14The pathway

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

  1. 1

    Director / VP, Talent & Organisational Development (Large Enterprise)

    3-5 years at this level before CLPO

    Skills to master

    • Deep expertise in multi-year functional strategy, managing large teams (50+), significant P&L ownership (£5M+), and consistent board-level exposure. You'd be shaping a major part of the talent agenda.

    You're ready to move on when

    • Successfully led a major enterprise-wide talent transformation initiative from conception to measurable impact.
    • Consistently delivered on P&L targets for a significant talent function.
    • Built and retained a high-performing leadership team within your function.
    • Recognised internally and externally as a thought leader in your domain.
  2. 2

    Chief People Officer (CPO) / Head of People (Mid-sized Company)

    2-4 years at this level before CLPO in a larger enterprise

    Skills to master

    • Holistic understanding of the entire HR lifecycle, direct reporting to a CEO, full P&L accountability for the People function, and experience building a people strategy from the ground up. You'd have seen the whole picture.

    You're ready to move on when

    • Successfully scaled a People function during a period of rapid company growth.
    • Developed and executed a comprehensive people strategy that directly supported business goals.
    • Demonstrated strong executive presence and influence with the CEO and Board.
    • Managed complex employee relations and cultural challenges at an organisational level.
  3. 3

    Management Consulting Partner (Human Capital / OD)

    5-7 years as a Partner before CLPO

    Skills to master

    • Expertise in diagnosing complex organisational issues across diverse industries, developing strategic solutions, leading large-scale client engagements, and managing significant P&L for client portfolios. You'd bring a broad, external perspective.

    You're ready to move on when

    • Led multiple successful human capital transformation projects for Fortune 500 clients.
    • Developed deep expertise in a specific human capital domain (e.g., learning strategy, talent analytics).
    • Consistently exceeded revenue and profitability targets for your consulting practice.
    • Built a strong professional network and reputation as a trusted advisor to C-suite executives.

15Where this role leads

The long view: This role can lead to chief executive positions, board or non-executive director roles, or advisory work in venture capital and private equity on talent and organisational strategy.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how Chief Learning & Performance Officer (CLPO) is actually changing.

Where it leads

Roles this leads to

Also named as a next step, with no page in the catalogue yet:

  • Chief Executive Officer (CEO) / Managing Director (Smaller Company)

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from Identify individual learning and development needs, worked against Chief Learning & Performance Officer (CLPO).

Identify individual learning and development needs Level 3

Applied to your work in Chief Learning & Performance Officer (CLPO)

The objective of this unit is to enable learners to understand and apply the principles of learning needs analysis for individuals. Learners will be able to conduct a learning needs analysis, analyse the findings, and agree on individual learning and development needs with relevant parties, ensuring effective communication throughout the process.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 6 Create
An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

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See Your Progress Grow Illustration
Chief Learning & Performance Officer (CLPO)
  • Enterprise Performance Consulting & Diagnosis
  • Multi-Year Learning Ecosystem Design & Architecture
  • Advanced Learning Measurement & Predictive Analytics
  • Organisational Change Leadership (ADKAR at Scale)
  • Talent Architecture & Competency Frameworks
This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

16The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

Chief Learning & Performance Officer (CLPO) is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief People Officer (CPO)

    3-5 years as CLPO, then move to CPO

    This is a lateral move in terms of seniority, but an expansion of scope to encompass all HR functions (e.g., compensation, benefits, employee relations, HRIS).

    • Designing and implementing enterprise-wide HR policies and compliance frameworks.
    • Leading M&A due diligence and integration for all HR aspects.
    • Managing relationships with unions or works councils (if applicable).
    • Acting as the primary executive interface for all employee-related matters.

  2. Chief Executive Officer (CEO) / Managing Director (Smaller Company)

    5-10 years as CLPO, then move to CEO

    This is a significant step up, taking full P&L and strategic accountability for an entire business.

    • Leading fundraising and M&A activities from a corporate perspective.
    • Defining and executing the overall company vision and strategic roadmap.
    • Managing external communications, public relations, and brand reputation.
    • Building and leading a full executive leadership team across all functions.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, even at the C-suite, there's always more work than hours in the day. You're juggling board presentations, strategic planning, and managing a massive team. Imagine if you could offload some of the heavy lifting – the research, the first drafts, the data synthesis – to an intelligent co-pilot. That's exactly what AI can do for you.

We're not talking about replacing your strategic brain; we're talking about augmenting it. AI tools can handle the grunt work, giving you back precious hours to focus on what truly matters: defining our future, influencing the board, and leading your team. Think of it as having a highly efficient, tireless research assistant and junior strategist at your fingertips, 24/7.

Strategy Document Automation

Use AI to generate first drafts of board papers, strategic capability plans, investor updates, and executive summaries from your notes or existing documents. It'll help you structure arguments and pull key data points, saving you hours of initial drafting time.

Market Intelligence Synthesis

Feed AI hundreds of industry reports, competitor analyses, and academic papers. It'll summarise key trends in talent, skills, and future of work, giving you concise, actionable insights to inform your strategic decisions and anticipate market shifts.

Executive Communication Composer

Provide AI with your key messages and target audience (e.g., all-hands meeting, investor call), and it'll draft compelling speeches, internal communications, and external statements, ensuring your voice is clear and impactful. It's like having a dedicated speechwriter on demand.

Organisational Design & Impact Modeller

Use AI to simulate the potential impact of different organisational structures, talent investment scenarios, or capability development programmes on key business metrics. It can help you quickly assess trade-offs and present data-backed recommendations to the board.

Common questions

Common questions

How do you become a Chief Learning & Performance Officer (CLPO)?

Common routes in include Director / VP, Talent & Organisational Development (Large Enterprise) (3-5 years at this level before CLPO), Chief People Officer (CPO) / Head of People (Mid-sized Company) (2-4 years at this level before CLPO in a larger enterprise) and Management Consulting Partner (Human Capital / OD) (5-7 years as a Partner before CLPO). Times vary with prior experience.

Where can a Chief Learning & Performance Officer (CLPO) progress to?

This role can lead on to Chief People Officer (CPO) (3-5 years as CLPO, then move to CPO) and Chief Executive Officer (CEO) / Managing Director (Smaller Company) (5-10 years as CLPO, then move to CEO), depending on the skills you build.

What new skills matter most for a Chief Learning & Performance Officer (CLPO)?

Increasingly, AI Ethics & Governance in Learning & Performance and Future of Work & Dynamic Skills Taxonomy Design. These are the skills our record of this role lists as growing.

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17Where to go from here

Other roles at Level 8

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

 More jobs in learning and development

Stay in the field you know and move sideways rather than up.
If you leave this industry

A grounding in human capital strategy, organisational change and business impact carries across most industries. Experience might start in tech or fintech, but the principles learned as a Chief Learning & Performance Officer apply just as well in healthcare, manufacturing, retail or government.

This role profile is © 2026 Growth Engineering Technologies Ltd. Built from UK occupational standards and regulated qualification data, and written for Zavmo.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my plan, free What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.