This document discusses evaluating training and development programs. It proposes using a balanced scorecard approach with four perspectives: learning and growth, business processes, customers, and financial. Each perspective would have input, activity, output, and outcome metrics. An example "value chain" is provided that combines these perspectives with a "value triangle" of creating value, adding value, and value for money. The speaker advocates linking objectives to metrics through causal analytics to better understand relationships between factors.

2. Title: Training & Development
Evaluation & Analytics
Speaker: Jon Ingham
@joningham
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3. Outline:
q Problems evaluating training & development
q Learning from evaluation of the business
q Value chain, triangle and matrix
q Nature of the 4 perspectives
q Completed and workshop examples
q Linking the identified objectives and measures to
analytics

4. Problems Evaluating Talent Development:
q The more important what we do often the harder it
is to measure
- We need to get better at measuring
- We need to learn to manage ambiguity
. Not everything needs a ROI
q Existing evaluation tools are struggling
- Particularly as we move from training to
informal and social learning
- Evaluation needs to be based on what we need
to do, not a mechanical mode of training

5. Learning from Evaluation of the Business:
The Balanced Business Scorecard
q Balanced Scorecard of 4 buckets / perspectives
q Measures for Learning & Growth (Talent),
Operations, Customer, Financial
q Benefit is BALANCE
q A flow through the 4 perspectives
q Provides lead and and lag measures
q Benefit is FLOW
q Business Strategy Map
q Objectives for the 4 perspectives
q Now a planning vs measurement tool
q Benefit is LINKING measures to objectives

6. We need our own 4 Perspectives
(Or we don’t have Balance, Flow or Linking)
Learning & Growth
Business
process
Customer Financial
Input Activity Outcome Business impact
Talent value chain Business value chain
Business
strategymap
HCM
Strategymap
© Strategic Dynamics, 2015

7. Personnel
Human
Resources
Human Capital
Management
© Strategic Dynamics, 2015
Create
value
Add
value
Value for
money
• Driving and accelerating business strategy
• Creating opportunity for the future
• Maximising the potential of people
• Taking advantage of exceptional
opportunities
• Producing truly wonderful solutions
• Focussing HR/OD on business
strategy
• Creating capability to perform now
• Ensuring effectiveness and
alignment
• Administering HR operations
• Ensuring efficiency e.g.
through outsourcing

8. © Strategic Dynamics, 2015
Creating
value
Adding
value
Value for
money
Input Activity Outcome Impact
Combining the Value Chain and Value Triangle:

9. Nature of Inputs / Investments
Input / investment
Created
Value
Strategic alliances
Investments in key groups eg talent
pools, leadership team, Board
Added
Value
Recruitment, training and
development budget
Management time
Value for
Money
Costs of outsourced services
HR function efficiency / effectiveness
Employee headcount

10. Nature of Activities
Activity
Created
Value
Succession strategy
Organisation development and culture
change programmes
New people technologies eg AI, NLP
Added Value Performance management – aimed at
raising the bar
Executive coaching and development
Ratio direct : indirect recruitment
Value for
Money
General recruitment, training and
development, career management
processes

11. Nature of Activities
Quality
• Error Rates
• Accuracy
• Peer Feedback
• Client satisfaction survey
• # Client complaints
• Employee opinion survey
Quantity
• # of System enhancement
• # Call serviced
• Rate of absenteeism
• # Requests for service
Timeliness
• Responsiveness
• Completion time of project
• On-time delivery
• Adherence to budget
• Cost reductions
• % Savings
Cost

12. Nature of Outcomes
Outcome
Created Value Increased potential of talent groups, increased
capability of leadership
Employee engagement
Change in culture / value of employer brand
Added Value Employee competency, contribution, ratio fixed
to variable pay
Employee satisfaction / motivation
Employee alignment with strategy / values
Value for
Money
Employee turnover
Compensation and benefits paid
Days lost due to sickness, discipline and
grievance cases

13. Nature of Outcomes
q Human capital
- Talent, capability
- Engagement
- Diversity
- Quality of Leadership
q Organisation capital
q Social capital
- Connections,
relationships and
conversations

14. Completed Example:

15. © Strategic Dynamics, 2015
Creating
value
Adding
value
Value for
money
Input Activity Outcome Impact
VfM
primary
focus
AV
primary
focus
CV
primary
focus
Workshop Example:

16. Causal Analytics and the Value Chain
Input Activity Outcome Business impact
HCM
Strategymap
© Strategic Dynamics, 2015
Descriptive
Analytics
Prescriptive
Analytics

17. Choosing Approaches for Analytics
Different ways of understanding relationships
between metrics:
q Ratios and indices
q Benchmarking
q Comparing variables eg frequency distributions,
cross tabulations, graphs, diagrammes
q Statistical analysis
q Modeling
q Machine learning

18. For More Information:
Attend
q ‘Integrating HR, Training & Development’
tomorrow
q ‘Who are your Talent and What do they Need?’
on Wednesday

19. For More Information:
info@joningham.com
www.joningham.com / www.joningham.com/advice
strategic-hcm.blogspot.com
linkedin.com/in/joningham
twitter.com/joningham
+44 7904 185134