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Reporting Talent Development Metrics to Executives
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Reporting Talent Development Metrics to Executives

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This presentation will share the critical components senior learning leaders are looking for in executive reporting as well as the key elements business leaders expect to see when reviewing metrics …

This presentation will share the critical components senior learning leaders are looking for in executive reporting as well as the key elements business leaders expect to see when reviewing metrics from learning organizations. The session will share components of a major executive reporting initiative and offer practical and credible advice to link learning to business outcomes.

Learning objectives:

Review elements that comprise balanced executive reporting metrics.
Discuss core attributes on a learning leader report.
Present key components of a business manager report for learning.
Offer practical and credible examples to link learning to business impact.

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  • 1. Reporting Talent Development Metrics to ExecutivesYou can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference. If you would like to join the teleconference, please dial 1.408.600.3600 and enter access code 927 649 233 #. You will be on hold until the seminar begins. #CLOwebinar
  • 2. Reporting Talent Development Metrics to ExecutivesSpeaker: Jeffrey Berk Chief Operating Officer KnowledgeAdvisors Inc.Moderator Daniel Margolis Managing Editor Chief Learning Officer magazine #CLOwebinar
  • 3. Tools You Can Use• Q&A – Click on the Q&A panel (?) in the bottom right corner – Type in your question in the space provided – Click on “Send.” #CLOwebinar
  • 4. Tools You Can Use• Polling – The poll will appear on the right side of your screen – Select the best option for each question – Click on “Submit” #CLOwebinar
  • 5. Frequently Asked QuestionsWill I receive a copy of the webinar recording? YES Will I receive a copy of the slides? YES Please allow up to 2 business days to receive these materials #CLOwebinar
  • 6. Reporting Talent Development Metrics to Executives Daniel Margolis Managing Editor Chief Learning Officer magazine #CLOwebinar
  • 7. Reporting Talent Development Metrics to Executives Jeffrey Berk Chief Operating Officer KnowledgeAdvisors Inc. #CLOwebinar
  • 8. Reporting Talent Development Metrics to Executives Jeffrey Berk Chief Operating Officer
  • 9. Agenda Review elements that comprise balanced executivereporting metricsDiscuss core attributes on a learning leader reportPresent key components of a business manager report forlearningOffer practical yet credible examples to link learning tobusiness impactFebruary 7, 2012 © 2011, KnowledgeAdvisors 8
  • 10. About KnowledgeAdvisorsKnowledgeAdvisors will improve learning effectiveness within yourorganization. For organizations that utilize learning and development to drive business outcomes KnowledgeAdvisors offers a learning measurement solution … That improves the effectiveness and business impact of learning. February 7, 2012 © 2011, KnowledgeAdvisors 9
  • 11. About KnowledgeAdvisorsFebruary 7, 2012 © 2011, KnowledgeAdvisors 10
  • 12. Sample CustomersFebruary 7, 2012 © 2011, KnowledgeAdvisors 11
  • 13. Key MetricsFebruary 7, 2012 © 2011, KnowledgeAdvisors 12
  • 14. Reporting What’s ImportantOutcome Metrics - Business Outcomes Employee Contribution Margin Productivity Employee Retention Employee Engagement ProfitabilityEffectiveness Metrics – Program Performance Delivery Quality Knowledge Gain Application to Job Business Alignment ValueEfficiency 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 UsedFebruary 7, 2012 © 2011, KnowledgeAdvisors 13
  • 15. Strategic, Visible, Costly Programs Leadership Q1 2010 Q2 2010 Q3 2010 Q4 2010 Q1 2011Leadership Development Training`•Leader Retention Effectiveness 76% 80% 77% 75% 76%•Employee Engagement Rating Efficiency Rating 79% 78% 76% 78% 79%•Employee Retention Business 74% 74% 70% 70% 71%•Leader Performance Ratings Outcome Rating•Leader Fiscal ManagementOnboarding Program•Time to Performance•Performance Rating•Employee Engagement•Participant Confidence•Competency LevelSales Training•Growth Rate•Profit Margin•Win Rate•Time to Close•Deal SizeFebruary 7, 2012 © 2009 KnowledgeAdvisors 14
  • 16. Talent Development Reporting Principles Executive initiative championed by KnowledgeAdvisors and supported by leading organizations Standard framework to measure learning: efficiency, effectiveness and outcome measures Common terminology and metrics Inspired by GAAPhttp://www.knowledgeadvisors.com/tdrp © 2011 KnowledgeAdvisors Page: 15
  • 17. Talent Development Reporting Process Business Outcomes – Organizational goals – L&D’s impact on those goals Effectiveness – Levels 1-5, timeliness Efficiency – Costs – Volume (participants, programs, classes, hours) – Ratios – Utilization rates – Program and vendor managementFebruary 7, 2012 © 2011, KnowledgeAdvisors 16
  • 18. Talent Development Reporting Principles Business Executive Learning Executive Summary Report ReportsExecutiveReports L&D Summary L&D Program L&D Operational Report Report Report Business Learning LearningStatements Outcomes Effectiveness Efficiency Guiding Principles Statement Statement StatementData Sets Business Effectiveness Efficiency Outcomes Extract, convert and calculate Standard Measures Data Learning Other Sources Sources Evaluation Financial Data Management (e.g HRIS, ERP, System System CRM) 7-Feb-12 © 2011 KnowledgeAdvisors Page: 17
  • 19. Dashboards, Scorecards, StatementsFebruary 7, 2012 © 2011, KnowledgeAdvisors 18
  • 20. L&D Summary ReportFebruary 7, 2012 © 2011, KnowledgeAdvisors 19
  • 21. L&D Executive Report Narrative  Text and Charts  Multiple Views Audience  L&D Executives  L&D Management Discuss it  90 minutes  Quarterly meeting February 7, 2012 © 2011, KnowledgeAdvisors 20
  • 22. Business Executive Report Narrative  Text and Charts  Multiple Views Audience  Business Executives  Line Management Discuss it  90 minutes  Quarterly meeting February 7, 2012 © 2011, KnowledgeAdvisors 21
  • 23. Dashboard Case Study Background: Commercial insurance company Business Issue: Visual, concise place for learning metrics Analytics Solution: Leveraged dashboards to build custom, robust solution Analytics Results: Real-time access to impact, cost, cycle-time, satisfaction, quality and volume dashboards.February 7, 2012 © 2011, KnowledgeAdvisors 22
  • 24. Executive TabFebruary 7, 2012 © 2011, KnowledgeAdvisors 23
  • 25. Quality TabWhat we learn Ensure performance is consistent over time and compare most recent quarter’s performance to the norm Overall survey scores, quarterly fluctuation, scores by curriculum area Instructor ratings, identify areas to improve Overall instructor & course scores against benchmarks Top/bottom rated courses based on courseware scores and associated comments February 7, 2012 © 2011, KnowledgeAdvisors 24
  • 26. Volume TabWhat we learn Total hours delivered, number of completions Breakout of volume by business / function and learning method (eLearning, Instructor Led) Trends in volume over time Compare trends in volume by usage rates / trends of licensed course libraries, curriculum areas (are we buying more than we need? Are we maximizing our investment?)February 7, 2012 © 2011, KnowledgeAdvisors 25
  • 27. Six Approaches to Align Learning to Impact High Once you determine Requires actual resultsInvestment Business Impact what data and advanced analysis is appropriate, analysis techniques select a method: Actual Results Causal Typically Correlations Modeling employs Business surveys Impact Advanced Templates Business Results Human Evaluation Capital Approach Smart Sheets Low ComplexInvestment February 7, 2012 © 2011, KnowledgeAdvisors 26 Simple
  • 28. Smile Sheet to Smart SheetFebruary 7, 2012 © 2011, KnowledgeAdvisors 27
  • 29. Smart Sheet in Practice “We need our measurement tools Review programs and process now more than ever; if that aren’t providing we don’t have access to this data, how will we be able to make impact to the intelligent decisions on what to cut?” business - KnowledgeAdvisors ClientFebruary 7, 2012 © 2011, KnowledgeAdvisors 28
  • 30. Business Results Evaluation ApproachFebruary 7, 2012 © 2011, KnowledgeAdvisors 29
  • 31. Business Impact Template in PracticeBackground: Large CPG based inCanada, sales trainingBusiness Issue: Visible salesprogram, requested to link betweenit and sales resultsAnalytics Solution: Used processto evaluate sales change andimpact training had on salesAnalytics Results: 7% increase insales, 20% of the increase was dueto training, this was a $74,000increase per sales person when thetraining was $5000 per person February 7, 2012 © 2011, KnowledgeAdvisors 30
  • 32. Actual Results CorrelationsThis is a method where actual results can be input or imported at anaggregate, periodic frequency. It is then correlated in time periodsagainst training evaluation data for impact indicators.The example below is from sales data and sale training. February 7, 2012 © 2011, KnowledgeAdvisors 31
  • 33. Measurement Success StoriesExecutive Program for Government Entity:An executive leadership program generated morethan double the impact of typical leadership programsequating to nearly 70% on-the-job application and a 2to 1 benefit to cost ratio. Strategic Sales Training A strategic sales training program generated $74,000 in increased sales per sales person for a $5,000 per person investment. This data was the catalyst that convinced management to expand the program to other sales territories. Front-Line Staff New Hire Program An on-boarding program for front-line staff brought an additional 15,000 hours of increased productivity to the business as a result of the increased speed to competency. This analysis helped save a new hire program that was questioned by management.February 7, 2012 © 2011, KnowledgeAdvisors 32
  • 34. Business Relevant Additional Examples Simple Survey Asked high performers to rate their high impact factors  92% effective supply chain  89% informal learning tools  73% formal learning programs  32% technology  14% compensation Clearly learning contributes to high performance Source: Dr. John Sullivan, Presentation at Analytics SymposiumFebruary 7, 2012 © 2011, KnowledgeAdvisors 33
  • 35. Business Relevant Additional Examples Basic Correlation Correlate customer service scores with use of learning tools and programs Identified high training use CSR (customer service reps) based on tools used, programs completed and grouped into high and low use Compared CSR customer satisfaction score with learning use Results: Top 10% customer satisfaction were also in the high learning group, bottom 10% were in the low learning group. Source: Dr. John Sullivan, Presentation at Analytics SymposiumFebruary 7, 2012 © 2011, KnowledgeAdvisors 34
  • 36. Business Relevant Additional Examples Before vs. After Hypothesis was that a learning support tool could improve innovation Before the learning tool, 15% of employees contributed innovation ideas After the learning tool, 24% of employees contributed innovation ideas Its easy to see the ‘After’ contribution Source: Dr. John Sullivan, Presentation at Analytics SymposiumFebruary 7, 2012 © 2011, KnowledgeAdvisors 35
  • 37. Business Relevant Additional Examples Control Group (side by side) Determine if learning projects influenced employee retention 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 SymposiumFebruary 7, 2012 © 2011, KnowledgeAdvisors 36
  • 38. Business Relevant Additional Examples Take it in, Take it out Sales team use of social media learning tool to see impact on sales results Tool put In, sales went up 34% Tool taken Out, sales went down 29% Essentially, without the tool sales returned to where they were originally. Clearly the tool made a difference Source: Dr. John Sullivan, Presentation at Analytics SymposiumFebruary 7, 2012 © 2011, KnowledgeAdvisors 37
  • 39. Measurement Sustainability • Strong leadership for driving measurement 1 with governance to support it. • Roles and accountabilities for metrics are defined with • Culture supports and drives 2 consistent expectations on what should be measured. need for standards and8 common talent development 2 processes and measurement Roles • Strong desire to use the data for 7 3 3 • Broad base of skills in Data decision making Data Utilization Skills / analytics and Behaviors • Maturity in how data is reported Utilization 3 measurement and strong 1 and used to improve end to end capabilities in end-to-end7 talent processes Leadership measurement methods 6 4 • Standardization for a consistent Technology Processes and single point of analytics with 5 6 integration to and from feeder Technolog Standards, • Established and consistent Processes processes, technologies and systems y Tools 4 communications for measurement Standards, • Standards have been created for data collection Tools • Data integrity exists 5 February 7, 2012 2/7/2012 © 2010 KnowledgeAdvisors © 2011, KnowledgeAdvisors 38
  • 40. Events:Analytics Symposium March 5-7 New Orleans (Executive Reporting)http://www.knowledgeadvisors.com/events/symposium/Learning Analytics 2 Day Workshop April 25-26 Chicagohttp://www.knowledgeadvisors.com/events/workshops/learning-analytics-2-day-workshop/ Contact Information For further information on the information contact: Jeffrey Berk Chief Operating Officer +1 312 676-4411 jberk@knowledgeadvisors.com www.knowledgeadvisors.com
  • 41. Join Our Next CLO WebinarDriving Your Organization’s Culture by Building Learning Relationships for Mutual Benefit Tuesday, March 22, 2012CLO Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register at www.clomedia.com/events Join the CLO Network: http://network.clomedia.com/ #CLOwebinar

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