Using Measurement to Drive the Impact and Effectiveness of Your Leadership Development Programs (Webinar Slides
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Using Measurement to Drive the Impact and Effectiveness of Your Leadership Development Programs (Webinar Slides

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It has been estimated that up to 50% of training is wasted.* You can avoid this by monitoring how leaders are applying and benefitting from what they learn. What the webinar replay here: ...

It has been estimated that up to 50% of training is wasted.* You can avoid this by monitoring how leaders are applying and benefitting from what they learn. What the webinar replay here: http://go.forum.com/NAMeasurementWebinarReplay

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Using Measurement to Drive the Impact and Effectiveness of Your Leadership Development Programs (Webinar Slides Using Measurement to Drive the Impact and Effectiveness of Your Leadership Development Programs (Webinar Slides Presentation Transcript

  • © 2013 The Forum Corporation. Using Measurement to Increase the Impact & Effectiveness of Your Leadership Development Programs © 2012 The Forum Corporation.
  • 2© 2013 Forum Corporation Your Presenters Tom Atkinson, Ph.D. Learning & Development Consultant The Forum Corporation Jeffrey Berk Chief Operating Officer KnowledgeAdvisors
  • 3© 2013 Forum Corporation Why Measure Leadership Initiatives? Improve Prove Reinforce
  • 4© 2013 Forum Corporation You’ll walk away with: 1. Insights on the challenges and benefits of measuring leadership development 2. The four big differences between the best and the rest when it comes to measuring leadership development 3. Frameworks for developing a measurement plan 4. Case studies of what high-performing organizations are doing to measure their leadership initiatives Four Takeaways for Today
  • 5© 2013 Forum Corporation Quiz  How effective is your organization in using measurement to increase the impact of your leadership development programs? – We collect and use data to engage all stakeholders – We collect and use data within the L&D function – We collect data efficiently but don’t do much with it – We collect data, but it’s a cumbersome process – We have no formal measurement process
  • 6© 2013 Forum Corporation Measuring and Demonstrating Impact: What Top Performing Organizations Do  They treat measurement as part of the solution — just as a dashboard is part of a car and a lab test is part of a medical exam.  They involve all key stakeholders — especially business sponsors — in devising the measurement plan.  They scale the measurement process to the size of the initiative and the need for precision (and err on the side of simpler and less costly).  They follow a disciplined process for collecting and reviewing data to drive action — not to “see if anything happened” but to “make it happen.”
  • 7© 2013 Forum Corporation Gaining buy-in to the initiative’s goals, metrics, and implementation plan Laying the foundation for behavior change by teaching new concepts and skills Supporting leaders in applying and embedding new attitudes and behaviors on the job ALIGN EQUIP SUSTAIN Measurement Helps Accelerate Leadership Development Executing, measuring and evaluating with discipline
  • 8© 2013 Forum Corporation Actions: Conduct a planning meeting with stakeholders ALIGN EQUIP SUSTAIN Elements of a Measurement Plan Questions: What are expected outcomes? Who is accountable for what? Actions: Survey participants and managers during training Questions: Is the learning process effective & efficient? Are leaders prepared to apply learning? Actions: Survey participants and managers after training; organizational follow-up Questions: What is the evidence of effectiveness? What tools, training or support are needed?
  • 9© 2013 Forum Corporation Creating Alignment What You Measure Examples of Specific Metrics L&D Accountability Line Accountability 1. Reaction Increased awareness, positive attitude toward topics, motivation to change ■ Course evaluation ratings of learning satisfaction ■ Design quality ■ Develop materials ■ Select/ train instructor ■ Project management ■ Clarity of objectives ■ Subject matter experts and data access ■ Visible support for training 2. Learning Acquisition of concepts and skills ■ Pre- and post-course understanding of material ■ Measurement tools ■ Debrief learning with managers ■ Learning plans and meetings 3. Job Impact Application of concepts and skills on the job— Behaviour change ■ 360-feedback scores ■ Employee satisfaction with leadership behaviour ■ Observed employee competencies ■ On-the-job application activities ■ Application activity debriefs ■ Model desired behavior ■ Post-training reinforcement meetings ■ Observe/coach on specific behaviours ■ Align learning priorities for leaders with performance management goals 4. Business Results Achievement of positive outcomes for the company and/or individual ■ Profitability and growth ■ Employee satisfaction ■ Turnover ■ Costs of recruiting ■ Design process to create a management-led measurement plan ■ Design & implement a regular measurement plan ■ Manage processes, provide technology, recognise & reward behaviour change
  • 10© 2013 Forum Corporation Creating Alignment What You Measure Examples of Specific Metrics L&D Accountability Line Accountability 1. Reaction Increased awareness, positive attitude toward topics, motivation to change ■ Course evaluation ratings of learning satisfaction ■ Design quality ■ Develop materials ■ Select/ train instructor ■ Project management ■ Clarity of objectives ■ Subject matter experts and data access ■ Visible support for training 2. Learning Acquisition of concepts and skills ■ Pre- and post-course understanding of material ■ Measurement tools ■ Debrief learning with managers ■ Learning plans and meetings 3. Job Impact Application of concepts and skills on the job— Behaviour change ■ 360-feedback scores ■ Employee satisfaction with leadership behaviour ■ Observed employee competencies ■ On-the-job application activities ■ Application activity debriefs ■ Model desired behaviour ■ Post-training reinforcement meetings ■ Observe/coach on specific behaviours ■ Align learning priorities for leaders with performance management goals 4. Business Results Achievement of positive outcomes for the company and/or individual ■ Profitability and growth ■ Employee satisfaction ■ Turnover ■ Costs of recruiting ■ Design process to create a management-led measurement plan ■ Design & implement a regular measurement plan ■ Manage processes, provide technology, recognise & reward behaviour change
  • 11© 2013 Forum Corporation Creating Alignment What You Measure Examples of Specific Metrics L&D Accountability Line Accountability 1. Reaction Increased awareness, positive attitude toward topics, motivation to change ■ Course evaluation ratings of learning satisfaction ■ Design quality ■ Develop materials ■ Select/ train instructor ■ Project management ■ Clarity of objectives ■ Subject matter experts and data access ■ Visible support for training 2. Learning Acquisition of concepts and skills ■ Pre- and post-course understanding of material ■ Measurement tools ■ Debrief learning with managers ■ Learning plans and meetings 3. Job Impact Application of concepts and skills on the job— Behavior change ■ 360-feedback scores ■ Employee satisfaction with leadership behavior ■ Observed employee competencies ■ On-the-job application activities ■ Application activity debriefs ■ Model desired behavior ■ Post-training reinforcement meetings ■ Observe/coach on specific behaviors ■ Align learning priorities for leaders with performance management goals 4. Business Results Achievement of positive outcomes for the company and/or individual ■ Profitability and growth ■ Employee satisfaction ■ Turnover ■ Costs of recruiting ■ Design process to create a management-led measurement plan ■ Design & implement a regular measurement plan ■ Manage processes, provide technology, recognise & reward behaviour change
  • 12© 2013 Forum Corporation Creating Alignment What You Measure Examples of Specific Metrics L&D Accountability Line Accountability 1. Reaction Increased awareness, positive attitude toward topics, motivation to change ■ Course evaluation ratings of learning satisfaction ■ Design quality ■ Develop materials ■ Select/ train instructor ■ Project management ■ Clarity of objectives ■ Subject matter experts and data access ■ Visible support for training 2. Learning Acquisition of concepts and skills ■ Pre- and post-course understanding of material ■ Measurement tools ■ Debrief learning with managers ■ Learning plans and meetings 3. Job Impact Application of concepts and skills on the job— Behavior change ■ 360-feedback scores ■ Employee satisfaction with leadership behavior ■ Observed employee competencies ■ On-the-job application activities ■ Application activity debriefs ■ Model desired behavior ■ Post-training reinforcement meetings ■ Observe/coach on specific behaviors ■ Align learning priorities for leaders with performance management goals 4. Business Results Achievement of positive outcomes for the company and/or individual ■ Profitability and growth ■ Employee satisfaction ■ Turnover ■ Costs of recruiting ■ Design process to create a management-led measurement plan ■ Design & implement a regular measurement plan ■ Manage processes, provide technology, recognize & reward behavior change
  • 13© 2013 Forum Corporation KnowledgeAdvisors Jeffrey Berk Chief Operating Officer KnowledgeAdvisors
  • 14© 2013 Forum Corporation Leadership program Key Tools June 26, 2013 14 1. Identify Leadership KPIs 2. Create Leadership ‘Smart Sheet’ 3. Design the Leadership Dashboard 4. Provide a Leadership Program Executive Report 5. Deploy On-the-Job Reinforcement 6. Conduct Business Impact Exercise
  • 15© 2013 Forum Corporation Identify Leadership KPIs 15 Outcome Metrics - Business Outcomes Leader Retention Employee Engagement Employee Retention Leader Performance Ratings Leader Financial Management Effectiveness Metrics – Program Performance Delivery Quality Knowledge Gain Application to Job Business Alignment Value Efficiency Metrics – Cost and Activity # of Participants % of Employees Trained Total L&D Investment L&D Investment per Participant Courses Utilized Classes Conducted Instructors Utilized Locations Used
  • 16© 2013 Forum Corporation Create Leadership ‘Smart Sheet’ 16 Not only evaluate The training but also the process such as on- boarding or leadership development or sales effectiveness .
  • 17© 2013 Forum Corporation Smart Sheet Forecasting Connecting training to specific outcomes
  • 18© 2013 Forum Corporation Design Leadership Dashboard 18  A visual, concise data representation  Shows the efficiency, effectiveness and outcome metrics  Data from evaluations, tests, assessments imports, LMS / HRIS feeds, uploads, etc.
  • 19© 2013 Forum Corporation Leadership Executive Reporting 19  Reporting for a non L&D audience that emphasize efficiency, effectiveness and outcomes.  Reporting for L&D executives that focus on satisfaction to impact and value  Hold quarterly reviews with L&D execs and sponsors
  • 20© 2013 Forum Corporation On-the-Job Reinforcement 20 Use goal setting tools to establish and track changes in business results or behaviors when participants are on-the-job. It also can identify scrap learning.
  • 21© 2013 Forum Corporation Measuring Leadership Development Programs: Case Examples
  • 22© 2013 Forum Corporation Manager Engagement Case Example  Consumer goods strategic program  Two teams with 2 different managers trained  One manager used reinforcement post training  One manager didn’t use reinforcement  Manager w/ reinforcement had 67% change  Manager w/out reinforcement had 33% change 22June 26, 2013© 2012, KnowledgeAdvisors
  • 23© 2013 Forum Corporation Leadership Program Impact Example 23  Leadership program with optional ‘project’  Determine if optional project influenced employee retention in leadership program  Employees with no learning projects averaged a turnover rate of 21%  Employees with 2 or more learning projects averaged a turnover rate of 2%  Clearly the control group vs. learning group shows a difference Source: Dr. John Sullivan, Presentation at Analytics Symposium
  • 24© 2013 Forum Corporation  Business context – Global energy company – Large-scale merger – Need to drive operational efficiencies and results – Shift to leaner, team-oriented environment  Implications for front-line supervisors – Driving functional results and meeting organizational objectives – Developing employees to be productive and effective – Achieving results through others – Developing future leaders Front-line Leadership Example
  • 25© 2013 Forum Corporation Front-line Leadership Core Program Elements Measurement and Documentation:  MTM “Smart Sheet” Surveys for Level 1 (Reaction), Level 2 (Learning), and Level 3 and 4 (Subjective Evaluation of Impact and Results)  MTM Follow Up Surveys with Participants and Managers for Level 3 and 4 (Impact and Results) Intermodule Launch Webinar: Setting You Up for Success as a Supervisor 4-day Classroom Program: Specific to Front-line manager competencies such as coaching, getting results through others, etc. Reconnect Webinar: Share and Evaluate Results, Recommit Intermodule
  • 26© 2013 Forum Corporation Front-line Leadership Program Measurement Reporting • Utilization Reporting • Cost Reporting Efficiency Measures: Measures the extent to which time or effort is well used for the intended task or purpose • Metrics the Matter Program Reporting • Post Report • Follow-up Report Effectiveness Measures: Measure the quality of the program • Selected Business Metrics Outcome Measures: Measures the relationship and/or value of the program to broader business goals
  • 27© 2013 Forum Corporation Leadership Development Measurement Diagnostic Think of an upcoming Leadership Development Initiative (LDI) you are leading (e.g. high potential leadership development system, onboarding for supervisors, management essentials, leading change program). Answer the following questions with respect to that LDI, indicating low, medium or high. To What Extent… Low Med. High 1. Are executives involved in shaping/defining this specific LDI? 2. Does this LDI link to key business metrics? 3. Will leadership skills/tools introduced in this LDI be immediately applicable on the job for participants? 4. Will executives of the company be directly involved in implementing this LDI? 5. Is there a measurement discipline and cadence for reporting on talent management? 6. Do managers of participants in this LDI hold their direct reports accountable for critical leadership behaviors? 7. Is there a measurement discipline and cadence for reporting on leadership development? 8. Is there a documented and communicated leadership development strategy aligned to the broader business strategy? 9. Is real work application (e.g. individual or group action learning) a part of this LDI? 10.Do managers of participants in this LDI provide ongoing development opportunities, support and coaching to their direct reports? TOTAL (Add up your checks in each column for use on the next page)
  • 28© 2013 Forum Corporation Measurement Diagnostic Results Leadership Development Strategy Total the number of your “low,” “medium” and “high” ticks from the Leadership Development Measurement Diagnostic. Mostly“Low” Mixof “Medium”and “Low” Mixof” Medium”and “High” Mostly“High” Efficiency measures: Measures the extent to which time or effort is well used for the intended task or purpose     Effectiveness measures: Measure the quality of the program from the participant perspective immediately following the program     Effectiveness measures: Measure the quality of the program from the participant/participant manager perspective with follow up reports (60 days after the program)    Outcome measures: Measures the relationship and/or value of the program to broader business goals using existing business KPIs  Define what you will measure (below) based on your responses (at right)
  • 29© 2013 Forum Corporation Four Takeaways for Today We have shared: 1. Insights on the challenges and benefits of measuring leadership development 2. The four big differences between the best and the rest when it comes to measuring leadership development 3. Frameworks for developing a measurement plan 4. Case studies of what high performing organizations are doing to measure their leadership initiatives
  • 30© 2013 Forum Corporation At Forum, we help our clients develop their leaders, managers and sales teams to realize specific business objectives faster and more effectively. We are proud to provide award-winning, comprehensive training solutions backed by in-depth research to clients throughout North America and around the world. marketing@forum.com forum.com KnowledgeAdvisors is a talent and learning analytics solutions and technology firm that helps organizations measure, communicate and improve the impact of their people by better managing processes through reliable metrics. Its proprietary measurement systems and benchmarking expertise help companies more successfully manage their learning and talent management investments. info@knowledgeadvisors.com knowledgeadvisors.com Questions?