Managing Talent Like a Business: How to Deliver Greater Value to Your Organization Using Talent Development Reporting Principles
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Managing Talent Like a Business: How to Deliver Greater Value to Your Organization Using Talent Development Reporting Principles

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Talent Development Reporting principles (TDRp) is a ground-breaking, industry-led initiative to run talent like a business to deliver measurable, planned impact with greater effectiveness and ...

Talent Development Reporting principles (TDRp) is a ground-breaking, industry-led initiative to run talent like a business to deliver measurable, planned impact with greater effectiveness and efficiency. Historically, many workforce professionals have not had the background or experience to approach talent from a business perspective. Moreover, many CFOs and CEOs, unsure of what really can be expected from HR, have not demanded that it be held to the same management standards as other functions.

TDRp provides standard statements and reports as well as definitions for more than 600 measures, much like GAAP or IFRS does for accounting. TDRp, however, also provides guidance in how these reports and metrics should be used by talent leaders to manage the function like a business. The TDRp framework has been developed for all important workforce processes including learning and development, leadership development, talent acquisition, capability management, performance management and total rewards.

In this webinar, Dave Vance will share the TDRp framework and challenge you to think about the benefits of a more business-like approach to talent in your organization. We’ll talk about using TDRp to:

Show alignment of HR initiatives to your organization’s goals.
Better plan HR initiatives, especially with regard to expected impact and value.
Better execute HR initiatives.
Report results and show the value of your HR initiatives.

Bottom line, TDRp can help you become a more valued business partner making a significant contribution to the success of your organization.

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Managing Talent Like a Business: How to Deliver Greater Value to Your Organization Using Talent Development Reporting Principles Managing Talent Like a Business: How to Deliver Greater Value to Your Organization Using Talent Development Reporting Principles Presentation Transcript

  • You can listen to today’s webinar using your computer’s speakersor you may dial into the teleconference.If you would like to join the teleconference,please dial 1.650.479.3208 and enter access code: 923 039 400 #.You will be hold until the seminar begins.
  • Speaker: David VanceExecutive DirectorCenter for Talent Reporting
  • • Q&A– Click on the Q&A icon onyour floating toolbar on thetop of your screen.– Type in your question in thespace at the bottom.– Click on “Send.”
  •  Polling Polling question willappear in the “Polling”panel. Select your responseand click on “Submit.”
  • 1. Will I receive a copy of the slides after the webinar?YES2. Will I receive a copy of the webinar recording?YESPlease allow up to 2 business days to receive these materials.
  • David VanceExecutive DirectorCenter for Talent Reporting
  • Managing TalentLike a Business:How to Deliver GreaterValue to YourOrganization UsingTalent DevelopmentReporting Principles(TDRp)Workforce WebinarMay 8, 2013David Vance, Executive DirectorCenter for Talent Reporting
  • Today’s Discussion 85/9/2013Center For Talent Reporting www.centerfortalentreporting.orgIntroductionRunning HR Like a BusinessIntroduction to TDRp Initiative andFrameworkSample Statements and ReportsConclusion
  • Introduction to TDRp5/9/2013Center For Talent Reporting www.centerfortalentreporting.org9
  • The Situation Prior to TDRp• There was no agreed-upon standard for the reporting of humancapital» Consequently, no standard for managing it either• No answers to common, practical questions» What should I measure?» Which measures should I use?» How are these measures defined?» How do I report these measures?» What do senior leaders (Dept. Heads, SVPHR, CEO)want to see and in what format?» What do we do with these reports once we have them?» How do I show the value or impact of our HR initiatives?Center For Talent Reporting www.centerfortalentreporting.org105/9/2013
  • Talent Development ReportingPrinciples (TDRp• Brings principles, standards, statements, reports andmanagement practices to HR• Began in fall 2010 as a grassroots, industry-led initiative byKent Barnett (CEO, Knowledge Advisors) and Tamar Elkeles(VP of Learning and Organization Development, Qualcomm)• Engaged industry thought leaders like Fitz-enz, Bassi, Phillips,Brinkerhoff, Bersin, and Senior Talent Leaders of majororganizations5/9/2013Center For Talent Reporting www.centerfortalentreporting.org11
  • Talent Development ReportingPrinciples (TDRp• TDRp for L&D completed in 2011• Extended to all HR processes in 2012» Learning &Development» Talent Acquisition» Leadership Development» Performance Management» Capability Management» Total Rewards (C&B)5/9/2013Center For Talent Reporting www.centerfortalentreporting.org12
  • Running HR Like a Business135/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • • Help our organizations achieve their goals» Achieve their goals more quickly» Achieve their goals at lower cost• Best accomplished by running HR like a business focusing on» Outcomes (Are we doing the right things?)» Effectiveness (How well?)» Efficiency (How much and at what cost?)First: Agree on Our Role5/9/2013Center For Talent Reporting www.centerfortalentreporting.org14
  • 1. Align HR initiatives to business goals2. Plan it carefully3. Execute and report with discipline4. Measure and evaluateFour Steps to Run HR Like a Business5/9/2013Center For Talent Reporting www.centerfortalentreporting.org15
  • • Align to strategic goals» Meet with CEO or business unit leader» Learn about next year’s goals and priorities» Learn who the sponsors are• Plan to also support new and ongoing operational goals» For example, hiring and onboarding, performance managementStep 1:Align HR Initiatives to Business Goals5/9/2013Center For Talent Reporting www.centerfortalentreporting.org16
  • • Meet with sponsors of strategic goals to understand» Business need» HR’s role (if any)• Meet with sponsors of operational goals to confirm ongoing support• Agree with sponsor on» Specific program or initiative» Roles and responsibilities» Measures of success Expected impact of initiative on business goal» CostsStep 2:Plan the Initiatives Carefully5/9/2013Center For Talent Reporting www.centerfortalentreporting.org17
  • • Manage your execution to deliver planned outcomes,effectiveness, and efficiency• Review progress monthly within HR» Year-to-date results versus plan» Will you make plan?» If not, what is the forecast?» What action should you take?• Review progress at least quarterly with CEO, senior leaders» Focusing on most important business goals, key measuresStep 3:Execute and Report with Discipline5/9/2013Center For Talent Reporting www.centerfortalentreporting.org18
  • • Execute your measurement and evaluation strategy.• Did you achieve your goals?• If not, what can you learn? What can you improve?• If you exceeded goals, what can you learn?Step 4:Measure and Evaluate5/9/2013Center For Talent Reporting www.centerfortalentreporting.org19
  • 1. Align HR initiatives to business goals2. Plan it carefully3. Execute and report with discipline4. Measure and evaluateFour Steps to Run HR Like a Business5/9/2013Center For Talent Reporting www.centerfortalentreporting.org20
  • • Conceptually not difficult• Challenging in practice• Requires new skills for some, confidence to apply them forothers• Some common objections» No standards in place to provide guidance» No internal processes to support it» No agreed-upon management practices» Not comfortable with business-like approach• TDRp can helpRunning HR Like a Business5/9/2013Center For Talent Reporting www.centerfortalentreporting.org21
  • TDRp Framework225/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • TDRp Designed to Facilitate theManagement of Human Capital• Alignment of human capital initiatives to organization goals• Upfront agreement on the expected impact and other measuresof success• Monthly reports for management of initiatives and operations• Quarterly reports for the Department Heads (like the CLO),SVPHR, CEO to assess progress and manage to plannedresults• Focus on three types of measures: Outcomes, Effectiveness,Efficiency235/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • The Target Audience for TDRp• Talent leaders and managers» All those responsible for programs, people, and budgets• Senior talent leaders» SVP of HR, CLO, Head of Talent Acquisition, Heads of other talentprocesses (leadership development, capability management, etc.)• Senior organizational leaders» CEO, CFO, EVPs, SVPs, governing boards• Different reports required for different audiences245/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • Reports Designed to Answer theFollowing• What is the goal or plan?» Organization goal (e.g., 10% increase in sales)» Impact of initiative on it (e.g., 20% contribution or 2% increase insales)• What are the key programs planned to achieve it?• How are we doing?» Year-to-date results versus plan• Are we going to make plan?» What is the forecast?255/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • The TDRp Process1. Use standard definitions to extract and convert data intothree types of measures• Outcome, effectiveness, and efficiency2. Create three standard statements with these measures• Outcome, Effectiveness, and Efficiency3. Create three types of customized reports from thesestatements• Summary, Program (Initiative), and Operations265/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • Executive Reporting Focus: StandardMeasures27Data Sources and SystemsSystems and processes fororganizing data, calculatingmeasuresSpecific methodology (e.g.Phillips, Brinkerhoff)StatementsStandard MeasuresDataReportsSystem WideAnalyticsProgram/ InitiativeAnalyticsStandard Measures:• Efficiency measures: How much? How many? At what cost?• Effectiveness measures: How well?• Outcome measures: What is the impact on the business?5/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • Executive Reporting Focus: ThreeStatements28Data Sources and SystemsSystems and processes fororganizing data, calculatingmeasuresSpecific methodology (e.g.Phillips, Brinkerhoff)StatementsStandard MeasuresDataReportsSystem WideAnalyticsProgram/ InitiativeAnalyticsThree Statements:• Outcome Statement• Effectiveness Statement• Efficiency Statement5/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • Executive Reporting Focus 29Data Sources and SystemsSystems and processes fororganizing data, calculatingmeasuresSpecific methodology (e.g.Phillips, Brinkerhoff)StatementsStandard MeasuresDataReportsSystem WideAnalyticsProgram/ InitiativeAnalyticsThree Reports:• Summary Report• Program Report• Operations Report5/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • Executive Reporting Focus 30Summary Conclusions, ActionableRecommendations, Issues for Further AnalysisData Sources and SystemsSystems and processes fororganizing data, calculatingmeasuresSpecific methodology (e.g.Phillips, Brinkerhoff)Scope ofTDRpStatementsStandard MeasuresDataReportsSystem WideAnalyticsProgram/ InitiativeAnalytics5/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • Executive Reporting Process 31Senior Executives Talent Development ExecutivesExecutiveReportsStatementsNote:Data sets canbe organizedby processesand/orefficiency,effectiveness& outcomesDataSourcesExecutive Reporting ProcessGuidingPrinciplesFinancialSystemsEvaluation,EOS SystemsNon-Financial,non-TDR SystemsOthers: HRIS,LMS, CRM, ERPOutcomes Effectiveness EfficiencyTalent DevelopmentSummary ReportQuarterlyTalent DevelopmentProgram Report (s)MonthlyTalent DevelopmentOperations Report (s)MonthlyEffectivenessStatement (s)OutcomeStatementEfficiencyStatement (s)Talent Development ProcessesTalentAcquisitionLeadershipDevelopmentLearning &DevelopmentCapabilityManagementPerformanceManagementTotalRewardsExtract, convert and calculate Standard MeasuresData Sets5/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • TDR Statements325/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • The Statements 33• Three standard statements» Outcome» Effectiveness» Efficiency• Standard measures areused but choice ofmeasures depends onorganization• Summary statementsshow» Last year’s actual» Plan (or goal) for this year» Year-to-date results• Detail statements show» Monthly, quarterly, trend data» Granularity» Without plan5/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • Outcome StatementAlignment and Impact• Shows alignment of HR initiative to goals• Expected impact on those goals• Isolated impact is the ideal» Sponsor’s estimate- Quantitative or qualitative» HR’s estimate reviewed and approved by senior leadership• May use proxies for impact• Key is some agreed-upon measure of success5/9/2013Center For Talent Reporting www.centerfortalentreporting.org34
  • Outcome Statement for L&DSimplified and Using Proxies for Impact2011 For 2012Priority Business Outcomes and Learning Impact Actual Plan Jun YTD % of PlanIncluded in Business Plan1 Revenue: Increase in SalesCorporate Goal or Actual % 10% 20% 17% 85%Application of Training: % Applying 3 key concepts % NA 80% 85% 106%2 Leadership: Increase in EOS (1) Leadership ScoreCorporate Goal or Actual points 0 pts 5 pts 3 pts 60%Impact of Training: Time spent coaching direct reports min/wk NA 60 50 83%3 Safety: Reduction in InjuriesCorporate Goal or Actual % 10% 20% 15% 75%Impact of Training: 70% reduction in injuries due to L&D % 5% 14% 11% 79%4 Call Center Satisfaction: Improve ScoreCorporate Goal or Actual points 1.6 4.0 2.9 73%Impact of Training: High, Medium, Low H/M/L NA High High5 Comply with New RegulationsCorporate Goal or Actual % in compliance 100% 100% 100%Impact of Training: Essential for compliance NA Essential Essential6 Innovation: Increase in New PatentsCorporate Goal or Actual # 4 10 7 70%Impact of Training NA NA NAResults through June5/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • Outcome Statement for TalentAcquisition (Page 1)2011 For 2012Priority Business Outcomes and Impact of Talent Acquisition Initiatives Actual Plan Jun YTD % of Plan1 Revenue: Increase Sales by 20%Corporate Goal or Actual % 10% 20% 17% 85%Impact of Talent Acquisition Initiatives % NA 4% 2% 50%Talent Acuisition InitiativesHire 3 high-performing sales managers Number NA 3 3 100%Hire 10 high-performing sales representatives Number NA 10 8 80%Total hires in support of goal Number NA 13 11 85%2 Leadership: Increase Leadership Score by 5 Points to 73.5% (1)Corporate Goal or Actual Points 0 pts 5 pts 3 pts 60%Impact of Talent Acquisition Initiatives Points 0 pts 1 pt .6pt 60%Talent Acuisition InitiativesHire 2 new VPs who are proven leaders Number 0 2 2 100%Hire 5 new department heads who are proven leaders Number 2 5 5 100%Hire 25 new high-potential managers Number 4 25 22 88%Total hires in support of goal Number 6 32 29 91%3 Engagement: Increase Engagement Score by 3 Points to 69.4% (1)Corporate Goal or Actual Points 1 pt 3 pts 1.9 pts 63%Impact of Talent Acquisition Initiatives Points 0 pts .5 pt .3 pt 60%Talent Acuisition InitiativesHire 2 new VPs who are proven leaders Number 0 2 2 100%Hire 5 new department heads who are proven leaders Number 2 5 5 100%Hire 25 new high-potential managers Number 4 25 22 88%Total hires in support of goal Number 6 32 29 91%4 Safety: Reduce Injuries by 20%Corporate Goal or Actual % 10% 20% 15% 75%Impact of Talent Acquisition Initiatives None plannedResults through June5/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • Effectiveness StatementEffectiveness Measures• L&D: Satisfaction, Amount learned, Application, Impact• Talent Acquisition: Quality of hire, Hiring process effectiveness• Leadership Dev: Bench strength, Succession planning success rate• Performance Mgt: % of ee’s with improved ratings, % of ee’s withrating turnaround• Capability Mgt: % of ee’s with career discussion, career movement%, % of positions with ready replacement• Total Rewards: High performers salary differential, compa ratio5/9/2013Center For Talent Reporting www.centerfortalentreporting.org37
  • 38Effectiveness Statement for L&D2011Actual Plan Jun YTD % PlanLevel 1: Employee (All programs and initiatives)Quality % top two boxes 80.0% 85.0% 85.6% 100.6%Alignment % top two boxes 76.8% 85.0% 87.3% 102.7%Amount learned % top two boxes 81.9% 85.0% 90.4% 106.4%Intent to apply % top two boxes 80.9% 85.0% 86.5% 101.8%Impact estimate (select programs) % top two boxes 82.8% 85.0% 85.4% 100.5%Value estimate (select programs) % top two boxes 77.8% 85.0% 85.3% 100.4%Total for Level 1 Average of measures 80.0% 85.0% 86.7% 102.0%Level 1: Sponsor (Select programs) % top two boxes 75.0% 80.0% 77.0% 96.3%Level 2 (Select programs) Score 78.0% 85.0% 83.0% 97.6%Level 3 (Select programs) % who applied it 61.0% 75.0% 78.0% 104.0%Level 4 (Select programs)Impact % impact on business outcome 4.2% 5.0% 4.8% 96.0%Sponsor estimate of impact 5 point scale 2.3 2.5 2.4 96.0%Level 5 (Select programs)Gross benefit Thousands $ $985 $1,452 $689 47.5%Total cost Thousands $ $748 $1,014 $482 47.5%Net benefit Thousands $ $237 $438 $207 47.3%ROI % 31.7% 43.2% 42.9% 99.4%Results through JuneFor 20125/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • Efficiency StatementEfficiency Measures• L&D: Number of participants, courses; utilization rate• Talent Acquisition: Number of internal/external hires,acceptance rate, time to start• Leadership Dev: Span of control, tenure, % of positions filledinternally• Performance Mgt: Number of performance discussions, % of ee’swith goals, % of ee’s with performance reviews• Capability Mgt: Number of promotions, Number of transfers,Average time in position• Total Rewards: Average benefit cost, Variable compensation %5/9/2013Center For Talent Reporting www.centerfortalentreporting.org39
  • 40Efficiency Statement for Capability Mgt.2011Actual Plan Jun YTD % PlanTotal Capability Management Cost Million $ $0.5 $1.1 $0.5 45%Career/Sucession Planning Initiative Million $ NA $0.4 $0.2 50%Extending tenure of managers and supervisors Million $ NA $0.2 $0.1 50%Other Million $ $0.5 $0.5 $0.2 40%Career DevelopmentPromotions - Employees Number 3,968 6,000 3,076 51%Transfers - Employees Number 7,842 14,000 6,994 50%Bench TimeAverage Time in Position - Employees Months 39 32 35 110%Average Time in Position - Supervisors & Managers Months 19 24 23 94%Average Time to Promotion - Employees Months 42 36 38 106%Average Time to Promotion - Supervisors and Managers Months 16 24 20 83%Average Time to Transfer - Employees Months 35 30 32 107%Average Time to Transfer - Supervisors and Managers Months 23 24 24 100%Note: End of Period HeadcountEmployees Number 39,258 40,000 39,756Supervisors & Managers Number 5,923 6,000 5,997Department Heads and Officers Number 222 230 229Total Number 45,403 46,230 45,982Results through JuneFor 20125/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • TDR Reports415/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • The Reports 425/9/2013Center For Talent Reporting www.centerfortalentreporting.org• Three levels of reports» Summary Report (for CEO)» Program Report (for CLO)» Operations Report (for CLO)» Highly customized,pulling the most importantmeasures from thestatements• Executive-level reportsshow» Last year’s actual» Plan (or goal) for this year» Year-to-date results» Forecast for this year• Detailed reports formanagers may show» Monthly, quarterly, trend data» Granularity» Without plan or forecast
  • Summary Report for Talent Acquisition(Page 1)2011Impact of Talent Acquisition Initiatives Actual Plan Jun YTD % Plan ForecastIncrease Sales by 20%Corporate Goal or Actual % 10% 20% 17% 85% 20%Impact of Talent Acquisition Initiatives % NA 4% 2% 50% 4%Total hires: 3 managers and 10 reps Number 0 13 11 85% 13Increase Leadership Score by 5 points to 70%Corporate Goal or Actual Points 0 pts 5 pts 3 pts 60% 4 ptsImpact of Talent Acquisition Initiatives Points NA 1 pt .6 pt 60% 1 ptTotal hires: 2 VPs, 5 DHs, 25 Managers Number 6 32 29 91% 32Increase Engagement Score by 3 Points to 75%Corporate Goal or Actual Points 1 pt 3 pts 1.9 pts 63% 3 ptsImpact of Talent Acquisition Initiatives Points 0 pts .5 pt .3 pt 60% .5 ptTotal hires: 2 VPs, 5 DHs, 25 Managers Number 6 32 29 91% 32Increase Diversity Index by 4 Points to 50%Corporate Goal or Actual Points 1.1 pts 4 pts 2 pts 50% 4 ptsImpact of Talent Acquisition Initiatives Points NA 3 pts 1.5 pts 50% 3 ptsTotal hires: 2 VPs, 5 DHs, 25 Managers, 1 RE, 250 Associates Number 153 282 265 94% 280Talent AcquisitionSample Executive Summary Report (Quantitative) for the Private SectorResults Through JuneFor 20125/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • Summary Report for Talent Acquisition(Page 2)2011Actual Plan Jun YTD % Plan ForecastEffectivenessQuality of Hire Index % 56% 70% 67% 95% 70%Supervisor New Hire Satisfaction Rating % 68% 80% 78% 98% 80%Average Performance Ratings of New Hires % 51% 70% 72% 103% 75%Percentage of New Hires Promoted within 1 year % 35% 50% 42% 84% 46%New Hire Employee Engagement % 68% 80% 74% 93% 78%Hiring Process Effectiveness Index % 70% 83% 77% 93% 80%New Hire Recruiting Satisfaction Rating % 77% 85% 81% 95% 83%Hiring Manager Hiring Process Satisfaction % 71% 80% 73% 91% 76%Percentage of New Hires Retained after 1 Year % 83% 90% 86% 96% 88%Percentage of Planned Positions Filled On Time % 49% 75% 68% 91% 72%%EfficiencyTotal Hires Number 195 370 313 85% 390Internal Hires Number 34 50 32 64% 55External Hires Number 161 320 281 88% 335External Offer Acceptance Rate % 60% 70% 63% 90% 67%Total Hiring Cost Million $ $5.6 $7.3 $6.1 83% $7.0Internal Hiring Cost Million $ $0.4 $0.3 $0.3 87% $0.3External Hiring Cost Million $ $5.2 $7.0 $5.8 83% $6.7Cost per Hire Thousand $ $28.7 $19.7 $19.4 98% $17.9Internal Cost per Hire Thousand $ $11.8 $6.0 $8.1 135% $5.5External Cost per Hire Thousand $ $32.3 $21.9 $20.6 94% $20.0Time to Start Days 146 123 138 113% 131Internal Time to Start Days 85 75 79 105% 77External Time to Start Days 159 130 145 112% 140Cost Reduction (internal to Talent Acquisition) Thousand $ $63 $295 $168 57% $325For 20125/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • 45Program Report for L&D (page 1)Program GoalsEnterprise Goal Process Impact Level 1# Measure Value Owner (at 70%) Metric Value Employee Sponsor Level 2 Level 3Safety 1 Injuries -20% Swilthe -14%Deliver Phase 1 Courses Unique Participants 3,000 80% 90% 90% 65%Total Participants 6,000Develop Phase 2 Courses Compl by 5/30 6 90%Deliver Phase 2 Courses Unique Participants 1,000 80% 90% 90% 70%Total Participants 3,000Develop Phase 3 Courses Compl by 9/30 3 90%Deliver Phase 3 Courses Unique Participants 500 80% 90% 90% 70%Total Participants 2,000Develop Phase 4 Courses 70% Compl by 12/31 2 90%Total ==== ==== ==== ==== ====Courses Developed 11 80% 90% 90% 68%Unique Participants 4,500Total Participants 11,000Cost Thousand $$1,350Net Benefits Thousand $ $532Sample Executive Program ReportFor a Safety Initiative5/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • 46Program Report for L&D (page 2)June Year-To-Date ResultsEnterprise Program Performance Current ForecastVersus Versus Impact % of Level 1 % ofMeasure YTD 10 Jun 10 (at 70% Metric Value Plan Employee Sponsor Level 2 Level 3 Value PlanSafety Injuries -15% -18% -10.5% -20%,-14% 100%Deliver Phase 1 Courses Unique Participants 2,800 93% 85% 88% 95% 62% 3,200 107%Total Participants 5,542 92% n=1872 n=3845 n=270 6,300 105%Develop Phase 2 Courses Compl by 5/30 6 100% 90% 7 117%Deliver Phase 2 Courses Unique Participants 100 10% 80% 90% 92% 69% 1,100 110%Total Participants 284 9% n=39 n=98 n=23 3,200 107%Develop Phase 3 Courses Compl by 9/30 1 33% 3 100%Deliver Phase 3 Courses Unique Participants 0 0% 450 90%Total Participants 0 0% 1,800 90%Develop Phase 4 Courses 70% Compl by 12/31 0 0% 60% 1 50%Total ==== ==== ==== ==== ==== ==== ==== ====Courses Developed 7 64% 83% 82% 94% 66% 11 100%Unique Participants 2,900 64% 4,750 106%Total Participants 5,826 53% 11,300 103%Cost Thousand $ $995 74% $1,300 96%Net Benefits Thousand $ $282 53% $550 103%5/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • 47Operations Report for Leadership Dev.2011Actual Plan Jun YTD % Plan ForecastParticipantsNew leadership program for managers Number NA 500 376 75% 525Revised leadership program for supervisors Number 501 2500 1892 76% 2600New high potential program Number 23 50 25 50% 50Coaching program Number 19 40 33 83% 50Total number of leaders participating Number 543 3090 2326 75% 3225Succession PlanningPercentage of Defined Positions with an Identified Successor % 83% 100% 94% 94% 97%Percentage of Defined Positions Filled Internally % 82% 90% 85% 94% 88%OrganizationPercentage of Managers without Direct Reports % 4% 2% 2% 100% 2%Span of Control - Managers Number of Reports 7.1 8.0 7.4 93% 7.7Span of Control - Supervisors Number of Reports 5.6 7.0 5.9 84% 6.3TenureAverage Management Tenure Years 15.3 16.0 15.5 97% 15.8For 2012Results through June5/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • Conclusion485/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • TDR Designed to Meet The ReportingNeed for Human Capital• Simple, consistent approach to reporting» Use standard definitions to extract and convert data intothree types of measures- Outcome, effectiveness, and efficiency» Create three standard statements with these measures- Outcome, Effectiveness, and Efficiency» Create three types of customized reports from thesestatements- Summary, Program (Initiative), and Operations495/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • TDRp Designed to Meet the Need• Over 500 measures currently included in the library ofmeasures» Includes outcome, effectiveness, and efficiency measures» More than 100 each for talent acquisition and total rewards» Short definition and formula for each• Sources of measures» SHRM, Jac Fitz-enz, Jeff Higgins, Cascio and Boudreau• Library will serve as a clearinghouse» First place to look. References provided» Identical and similar measures noted505/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • The Center for Talent Reporting:The Home of TDRp• Established October 2012» Not-for-profit, 501c(6) organization (used for trade associations)• Funded by sponsors and members (individual membership is $299)• Governed by nine-member Board of Directors» Including a Standards Committee to provide continued guidance onstandards and reporting and an Advisory Council• Mission» Develop and implement reporting standards for human capital» Business model: Others to provide consulting and products515/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • 52SponsorsWe want to thank the following sponsors for their supportof the Center for Talent Reporting.Center For Talent Reporting www.centerfortalentreporting.orgFOUNDING ORGANIZATIONSILVER SPONSORSBRONZE SPONSORS5/9/2013
  • Plans for 2013 53Center For Talent Reporting www.centerfortalentreporting.org• SHRM will establish a taskforce toconsider recommending TDRp as aSHRM/ANSI standard• Two-day workshops will be offered» Feb 14-14: Denver» Mar 26-27: Irvine, CA» Jun 6-7: Alexandria, VA» Oct 15-16: Atlanta• Monthly Webinars» Introduction to TDRp» Critical Success Factors» Implementation Guidance (membersonly)• Certification» Individuals» Vendors providing softwareproducts employing TDRp• Accreditation» Organizations implementingTDRp» Consultancies providing services• First TDRp users conferenceplanned for October 17 inAtlanta5/9/2013
  • Learn More about TDRP and theCenter• Learn more and get implementation guidance atwww.CenterforTalentReporting.org» Introduction to TDRp whitepaper» Over 500 measures» More than 60 sample statements and reports» Guidance on implementation» Workshop and webinar registration• Contact Dave Vance for more information:DVance@CenterforTalentReporting.org5/9/2013Center For Talent Reporting www.centerfortalentreporting.org54
  • Appendix555/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • The Outcome Statement 56The Question The AnswerWhat is it? Depicts the key goals / desired outcomes (results) ofthe organization along with the impact the initiativesare expected to have on achieving those outcomesWho is the audience? Senior HR LeadersWhy do it? The Business Outcome Statement depicts the valueof the learning organization to the businessWhat reports does itfeed?• Quarterly Summary Report• Monthly Program Report5/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • The Effectiveness Statement 57The Question The AnswerWhat is it? Focuses on how effectively or how well the businessoutcomes are achieved.Who is the audience? Senior HR LeadersWhy do it? The effectiveness statement provides insight intoareas for continuous performance improvement oflearning programsWhat reports does itfeed• Quarterly Summary Report• Monthly Program Report5/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • The Efficiency Statement 58The Question The AnswerWhat is it? Brings together all the activity and cost elementsnecessary to judge how efficiently the outcomes wereachievedWho is the audience? Senior HR LeadersWhy do it? The efficiency statement helps ensure the learningfunction is well managed and reaching the desiredaudienceWhat reports does itfeed• Quarterly Summary Report• Monthly Operational Report5/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • The Summary Report 59The Question The AnswerWhat is it? This Summary Report contains the most significantmeasures from the business outcome,effectiveness and efficiency statements aggregatedat the highest level. This report would be generatedquarterly.Who is the audience? Senior Organization Leaders & Senior HR LeadersWhy do it? The Summary Report provides a holistic view of theoverall impact, effectiveness and efficiency of thelearning organizationWhat statements feed it? • Outcome Statement• Effectiveness Statement• Efficiency Statement5/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • The Program Report 60The Question The AnswerWhat is it? This Program Report highlights theconnections between programs/ initiatives, theorganizational goal, and the impacts on thosegoals.Who is the audience? Senior HR Leaders and ManagersWhy do it? The Program Report enables HR Leaders tomanage programs and initiativeWhat statements feed it? • Outcome Statement• Effectiveness Statement• Efficiency Statement5/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • The Operations Report 61The Question The AnswerWhat is it? This Operations Report include efficiency details onthe costs and activities of the HR function. Thisreport shows actuals and performance relative toplan.Who is the audience? Senior HR Leaders and MangersWhy do it? The Operations Report enables HR Leaders tomanage the efficiency of the HR operationWhat statements feed it? Efficiency Statement5/9/2013Center For Talent Reporting www.centerfortalentreporting.org
  • David VanceExecutive DirectorCenter for Talent Reporting
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