Case Study: Chief Learning Officer Makes Strategic Decisions on VacationsYou are the Chief Learning Officer (CLO) for XYZ Company.  XYZ is a large multi-national organization with over 25, 000 employees. You work out of the main office in Austin, TX.  Several XYZ locations have experienced a surge of additional contracts, which have resulted in a steady hiring of strategic managers and executives.  The Austin, TX, Downtown Atlanta, GA, Prince George, VA and the Calabasas/LA locations have grown exponentially, and employees are requiring additional training.  You are thrilled about XYZàgrowth, and you are excited about serving and providing learning opportunities for new employees and executives.  However, upon reviewing some morning emails, that excited was short-lived.In your inbox, you currently have 3 Executive Trainers going on vacation over the course of the next three weeks.  You have been so busy; you are just realizing that you have to sign off on the vacation requests by the end of the week.   Though you have 20 Trainers in all at the Austin, TX location, of the 17 remaining Trainers not going on vacation, only 2 trains new executives.  The 15 remaining Trainers provide advanced training for employees that have been on the job for at least 6 months. You have several groups of new executives that have recently been onboarded.  This is not looking good for the Training Department.Answer the following questions in a 1-page summary.

1. As the Chief Learning Officer, how can you rectify this issue?
2. Will you sign off on the vacation requests of the 3 trainers?
3. If you choose not to sign off on all 3 requests, how will you decide who goes on vacation?
4. From the lens of a CLO, what is more important: training new executives or allowing employees to take vacation?