Business Relevant Ways to Convey Learning Impact to                    Executives                                         ...
Agenda Review elements that comprise balanced executivereporting metricsDiscuss core attributes on a learning leader rep...
About KnowledgeAdvisorsKnowledgeAdvisors will improve learning effectiveness within your organization.       For organizat...
About KnowledgeAdvisorsMay 11, 2012           © 2011, KnowledgeAdvisors   4
Sample CustomersMay 11, 2012        © 2011, KnowledgeAdvisors   5
Key MetricsMay 11, 2012     © 2011, KnowledgeAdvisors   6
Reporting What’s ImportantOutcome Metrics - Business Outcomes Employee Contribution Margin Productivity Employee Retent...
Strategic, Visible, Costly Programs                                   Leadership          Q1 2010    Q2 2010    Q3 2010   ...
Talent Development Reporting Principles Executive initiative  championed by  KnowledgeAdvisors and  supported by leading ...
Talent Development Reporting Process Business Outcomes       – Organizational goals       – L&D’s impact on those goals ...
Talent Development Reporting Principles                Business Executive                            Learning Executive   ...
Dashboards, Scorecards, StatementsMay 11, 2012        © 2011, KnowledgeAdvisors   12
L&D Summary ReportMay 11, 2012        © 2011, KnowledgeAdvisors   13
L&D Executive Report Narrative       Text and Charts       Multiple Views Audience       L&D Executives       L&D Ma...
Business Executive Report      Narrative         Text and Charts         Multiple Views      Audience         Busines...
Dashboard Case Study  Background: Commercial  insurance company  Business Issue: Visual, concise  place for learning metri...
Executive TabMay 11, 2012      © 2011, KnowledgeAdvisors   17
Quality TabWhat we learn Ensure performance is consistent over time and compare most recent  quarter’s performance to the...
Six Approaches to Align Learning to Impact   High            Once you determine                         Requires actual re...
Smile Sheet to Smart SheetMay 11, 2012            © 2011, KnowledgeAdvisors   20
Smart Sheet in Practice                                 “We need our measurement tools and Review programs               ...
Business Results Evaluation ApproachMay 11, 2012      © 2011, KnowledgeAdvisors   22
Business Impact Template in PracticeBackground: Large CPG based inCanada, sales trainingBusiness Issue: Visible salesprogr...
Actual Results CorrelationsThis is a method where actual results can be input or imported at anaggregate, periodic frequen...
Business Relevant Additional Examples Simple Survey Asked high performers to rate their high  impact factors    92% eff...
Business Relevant Additional Examples Basic Correlation Correlate customer service scores with use of  learning tools an...
Business Relevant Additional Examples Control Group (side by side) Determine if learning projects influenced  employee r...
Measurement Sustainability                                         • Strong leadership for driving measurement            ...
Contact InformationFor further information on the information contact:Jeffrey BerkChief Operating Officer+1 312 676-4411jb...
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Business Relevant Ways to Convey Learning Impact to Executives

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Business Relevant Ways to Convey Learning Impact to Executives

  1. 1. Business Relevant Ways to Convey Learning Impact to Executives Jeffrey Berk Chief Operating Officer
  2. 2. 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 impactMay 11, 2012 © 2011, KnowledgeAdvisors 2
  3. 3. About KnowledgeAdvisorsKnowledgeAdvisors will improve learning effectiveness within your organization. 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. May 11, 2012 © 2011, KnowledgeAdvisors 3
  4. 4. About KnowledgeAdvisorsMay 11, 2012 © 2011, KnowledgeAdvisors 4
  5. 5. Sample CustomersMay 11, 2012 © 2011, KnowledgeAdvisors 5
  6. 6. Key MetricsMay 11, 2012 © 2011, KnowledgeAdvisors 6
  7. 7. 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 UsedMay 11, 2012 © 2011, KnowledgeAdvisors 7
  8. 8. 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 SizeMay 11, 2012 © 2009 KnowledgeAdvisors 8
  9. 9. 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: 9
  10. 10. 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 managementMay 11, 2012 © 2011, KnowledgeAdvisors 10
  11. 11. 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) 11-May-12 © 2011 KnowledgeAdvisors Page: 11
  12. 12. Dashboards, Scorecards, StatementsMay 11, 2012 © 2011, KnowledgeAdvisors 12
  13. 13. L&D Summary ReportMay 11, 2012 © 2011, KnowledgeAdvisors 13
  14. 14. L&D Executive Report Narrative  Text and Charts  Multiple Views Audience  L&D Executives  L&D Management Discuss it  90 minutes  Quarterly meeting May 11, 2012 © 2011, KnowledgeAdvisors 14
  15. 15. Business Executive Report Narrative  Text and Charts  Multiple Views Audience  Business Executives  Line Management Discuss it  90 minutes  Quarterly meeting May 11, 2012 © 2011, KnowledgeAdvisors 15
  16. 16. 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.May 11, 2012 © 2011, KnowledgeAdvisors 16
  17. 17. Executive TabMay 11, 2012 © 2011, KnowledgeAdvisors 17
  18. 18. 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 May 11, 2012 © 2011, KnowledgeAdvisors 18
  19. 19. 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 Typically Results Causal Correlations Modeling employs Business surveys Impact Advanced Templates Business Results Human Evaluation Capital Approach Smart Sheets Low ComplexInvestment May 11, 2012 © 2011, KnowledgeAdvisors 19 Simple
  20. 20. Smile Sheet to Smart SheetMay 11, 2012 © 2011, KnowledgeAdvisors 20
  21. 21. Smart Sheet in Practice “We need our measurement tools and Review programs process now more than ever; if we that aren’t providing don’t have access to this data, how will we be able to make intelligent impact to the decisions on what to cut?” business - KnowledgeAdvisors Client May 11, 2012 © 2011, KnowledgeAdvisors 21
  22. 22. Business Results Evaluation ApproachMay 11, 2012 © 2011, KnowledgeAdvisors 22
  23. 23. 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 May 11, 2012 © 2011, KnowledgeAdvisors 23
  24. 24. 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. May 11, 2012 © 2011, KnowledgeAdvisors 24
  25. 25. 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 SymposiumMay 11, 2012 © 2011, KnowledgeAdvisors 25
  26. 26. 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 SymposiumMay 11, 2012 © 2011, KnowledgeAdvisors 26
  27. 27. 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 SymposiumMay 11, 2012 © 2011, KnowledgeAdvisors 27
  28. 28. 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 and common8 talent development processes 2 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 and Utilization 3 measurement and strong 1 used to improve end to end talent capabilities in end-to-end7 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 Technology Standards, • Established and consistent Processes processes, technologies and systems Tools 4 communications for measurement Standards, • Standards have been created forTools data collection • Data integrity exists 5 May 11, 2012 5/11/2012 © 2010 KnowledgeAdvisors © 2011, KnowledgeAdvisors 28
  29. 29. Contact InformationFor further information on the information contact:Jeffrey BerkChief Operating Officer+1 312 676-4411jberk@knowledgeadvisors.comwww.knowledgeadvisors.com

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