Measuring Strategic, Visible & Costly Programs


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This presentation will share why measuring critical programs like leadership development, sales training and on-boarding are vital to program managers. The session will then go through the major elements of a measurement plan to successfully and comprehensively generate quantitative and qualitative metrics in a timely and practical manner with limited resources. Examples of tools such as a key performance indicator matrix, a communication plan, sample smart sheet evaluations and sample reports, including dashboards, will be shared.

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Measuring Strategic, Visible & Costly Programs

  1. 1. Measuring Strategic, Visible and Costly Learning Programs Jeffrey Berk Chief Operating Officer
  2. 2. AgendaReview the importance of measuring strategic, visible andcostly programsDiscuss the measurement plan to gather timely, credibledataShowcase sample reports, statements, dashboards andscorecardsMarch 14, 2012 © 2011, KnowledgeAdvisors 2
  3. 3. About KnowledgeAdvisorsMarch 14, 2012 © 2011, KnowledgeAdvisors 3
  4. 4. Some of Our Clients
  5. 5. A Program with an Unhappy Ending1. Company A went back 2 years… and identified that they had 1,019 people rated #3, “needs improvement” in recent performance reviews2. They calculated that they spent an average of $13,090 per year on highly visible performance management (Coaching, counseling, mentoring, retraining and manager time) to elevate them to #1’s ,“high performers”3. They identified 2 years later… the number that were currently ranked as #1’s, was ZERO Source: Dr. John Sullivan, Presentation at Analytics SymposiumMarch 14, 2012 © 2011, KnowledgeAdvisors 5
  6. 6. When Do I Need to Measure?For any L&D program, ask the following questions: Is it Strategic?...aligned to an executive initiative Is it Visible?...awareness by senior management Is it Costly?...more money than a typical programstrategic costly visibleMarch 14, 2012 © 2011, KnowledgeAdvisors 6
  7. 7. Strategic, Visible, Costly Programs Leadership Development On-boarding/ New Hire Sales Training Others?March 14, 2012 © 2011, KnowledgeAdvisors 7
  8. 8. Desired Measurement Outcomes Quantified feedback on program satisfaction and quality Timely indicators of impact and effectiveness Provide stewardship and accountability to stakeholders Implement world-class, credible and scalable program measurement techniques Access useful data-driven information to prioritize continuous improvements to the program Create a sustainable measurement process to measure the program long-term and to easily utilize on other learning programsMarch 14, 2012 © 2011, KnowledgeAdvisors 8
  9. 9. Measurement Plan ‘Top 10’1. Identify Key Performance Indicators2. Create Smart Sheet Evaluations3. Build Communication Plan4. Design the Dashboard5. Provide Executive Reports, Scorecards, and Statements6. Conduct Capability Assessment7. Perform a Test/Certification8. Gather Sponsor Satisfaction Data9. Deploy On-the-Job Reinforcement10. Conduct Business Impact ExerciseMarch 14, 2012 © 2011, KnowledgeAdvisors 9
  10. 10. Identify Key Performance Indicators Outcome Metrics - Business Outcomes •Leader Retention (Leadership) • Time to Performance (On-boarding) • Win Rate (Sales) 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 UsedMarch 14, 2012 © 2011, KnowledgeAdvisors 10
  11. 11. Create ‘Smart Sheet Evaluations’ Not only evaluate The training but also the process such as on- boarding or leadership development or sales effectiveness .March 14, 2012 © 2011, KnowledgeAdvisors 11
  12. 12. Build Communication PlanA communication plan is a document thatcan be distributed to participants andsponsors that outline the context formeasuring the program as well aswhat, when and how measurement will bedone.This helps with change management andproject management. March 14, 2012 © 2011, KnowledgeAdvisors 12
  13. 13. Design the Dashboard A visual, concise datarepresentation Shows theefficiency, effectivenessand outcome metricsData fromevaluations, tests, assessments imports, LMS /HRIS feeds, uploads, etc.March 14, 2012 © 2011, KnowledgeAdvisors 13
  14. 14. Reports, Scorecards, Statements Reporting for a non L&Daudience that emphasizeefficiency, effectiveness andoutcomes. Reporting for L&Dexecutives that focus onsatisfaction to impact andvalue Hold quarterly reviewswith L&D execs andsponsorsMarch 14, 2012 © 2011, KnowledgeAdvisors 14
  15. 15. Conduct Capability AssessmentConduct a 180 or 360 of core competencies to identify blind spots and hiddenstrengths specific to the desired behaviors participants are to improve March 14, 2012 © 2011, KnowledgeAdvisors 15
  16. 16. Perform Test/CertificationValidate critical knowledge and increase participant confidence with a test. 1. Take Test 2. Receive Feedback 3. Receive Certificate March 14, 2012 © 2011, KnowledgeAdvisors 16
  17. 17. Sponsor Satisfaction DataGather feedback from key sponsors at key milestones regarding their overallsatisfaction with the program and its outcomes.March 14, 2012 © 2011, KnowledgeAdvisors 17
  18. 18. On-the-Job ReinforcementUse goal setting tools to establish and track changes in business results orbehaviors when participants are on-the-job. It also can identify scrap learning.March 14, 2012 © 2011, KnowledgeAdvisors 18
  19. 19. Business Impact Exercise 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 SymposiumMarch 14, 2012 © 2011, KnowledgeAdvisors 19
  20. 20. Measurement Success – Happy EndingExecutive 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.March 14, 2012 © 2011, KnowledgeAdvisors 20
  21. 21. Contact InformationFor further information on the information contact:Jeffrey BerkChief Operating Officer+1 312