Fostering a Culture of Innovation, Accountability, 
and Lifelong Learning

May 06 - 08, 2020 | Atlanta, GA

Dr. Albert Siu

Corporate VP, Global Learning & HR Services PAREXEL

Albert has over 30 years of experience in managing global Learning and HR functions. Albert’s specialty is about creating a cost effective and efficient globally centralized learning and talent management infrastructure to ensure that employees know how to perform their work effectively, leaders that can engender high level of employee engagement and business growth, and the organization that has a robust leadership pipeline and culture that fosters best work to be performed. Albert also oversees the PAREXEL Academy, a learning and development unit that provides thought leadership and training for organizations and clients that are outside of PAREXEL International. The focus of the curricula is about enabling clinical research management to happen that meets the global regulatory standards. 


Before joining PAREXEL, he was Vice President for Learning and Development at Boston Scientific, a global life sciences R&D and manufacturing company.


Dr. Siu was the Chief Learning Officer for AT&T from 1994 to 2002.  In that role, Dr. Siu managed AT&T’s investments in learning and professional and leadership development. 


Before joining AT&T in 1994, Dr. Siu spent sixteen years with Hewlett-Packard, serving in a variety of business unit and corporate human resources leadership roles; including eight years as an expatriate residing in China and Hong Kong managing the human resources function for Hewlett-Packard’s China operations. 


Wednesday, May 8th, 2019

6:05 PM On Becoming A Chief Learning Officer: Positioning for the Future of Work

The notion of being a CLO has been canonized since the late 1990s. Invariably in many of the discussions in conferences and publications, much have been shared on programmatic brilliance of leadership programs, succession planning approaches or more sophisticated deployment of learning tools, or certain leadership drive to build a certain type of organization culture. Yet programmatic brilliance or sophistication in learning tool deployment is seldom a conversation amongst the most senior leaders of a company, and in particular, the CEO of the organization. What is encountered is one simple preeminent question: “For all the money spent, how do we know it matters to the success of the organization? This is the question that matters. Credible answers to this question ensure the CLO has a seat at the leadership planning table, and muddled answers only accelerate exit to the door!
•Learn how to engage senior leaders at the planning table so that they can drive the priority of training investments
•Measure and account for how much money and time are actually spent enterprise-wide in learning
•Engage at the business unit and functional level to make sure the Learning Function is doing the right things for everyone
•Highlight the role(s) that must be instituted in order to ensure Learning is closely aligned with the businesses
•Ensure that you can globally scale the learning services so that the learning experiences are high quality and cost effective
•Recognize the metrics that  must be put in place to monitor progress and learn how to measure results and impact 
•Discuss the benchmarks needed to ascertain effectiveness and efficiency

Check out the incredible speaker line-up to see who will be joining Albert.

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