An Intro to Talent Development and Talent Analytics

Introduction to
Talent Development
Reporting Principles
(TDRp)
David Vance, Executive Director
Peggy Parskey, Assistant Director
Center for Talent Reporting
September 9, 2014

Today’s Discussion 2
Talent Development Reporting principles • CTR
Introduction and Background
Framework
TDRp Measures and Statements
TDRp Reports
Conclusion
12/29/2014

Our Sponsors
We want to thank the following sponsors for their
support of the Center for Talent Reporting.
3
FOUNDING
ORGANIZATION
SILVER SPONSORS
12/29/2014
FOUNDING GOLD
SPONSOR
Cigna and Skillsoft are Founding Silver Sponsors

Our Sponsors
We want to thank the following sponsors for their
support of the Center for Talent Reporting.
4
BRONZE SPONSORS
12/29/2014
ADP, Aventus Partners, Bellevue University Human Capital Lab, Development Dimensions International,
McBassi & Company, Motorola Solutions, ROI Institute, Skyline Group, and Tata Interactive Systems are
Founding Bronze Sponsors

Introduction and Background
5
12/29/2014

Talent Development Reporting
Principles (TDRp)
• Brings principles, standards, definitions, statements, and reports to talent
development
» If accountants have standards, why not L&D and HR?
• Also brings standard management practices to the HR field
• Begun in 2010 by Kent Barnett (KnowledgeAdvisors) and Tamar Elkeles
(Qualcomm)
» Engaged industry thought leaders like Fitz-enz, Bassi, Phillips, Bersin, Brinkerhoff, and
CLOs/ Senior Talent Leaders of major organizations
• Mission: Improve & standardize the measurement, reporting, and
management of human capital to increase business value
6
12/29/2014

Talent Development Reporting
Principles (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)
• Focus on L&D today
7
12/29/2014

What TDRp Offers
• Standard names and definitions for measures
» Built on work of ATD, SHRM, Fitz-enz, Higgins, others
• Classification of measures into three types
• Three standard statements employing the measures
• Three customizable management reports
• Application of standard management principles to L&D and HR
• Guidance for alignment, reaching sponsor agreement on
impact, creating and executing a plan
8
12/29/2014

1. Identify the business goals
2. Align L&D and HR initiatives
to business goals and plan
the initiatives carefully
3. Get upfront agreement with
sponsor on expected impact
4. Execute and report with
discipline
5. Measure and evaluate
TDRp Designed to Run L&D and HR
with Business-like Discipline
9
These are all standard business practices!

The TDRp Reporting Framework
• What types of measures should be reported?
» Outcome, effectiveness, and efficiency
• How should these measures be organized?
» Into three statements: Outcome, Effectiveness, and Efficiency
• What do leaders want to see?
» Proactive, strategic alignment to their goals
» Plan, Year-to-date results, and Forecast
• How should the measured be reported?
» Three executive reports: Program, Operations, and Summary
10
12/29/2014

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 talent processes (leadership
development, capability management)
• Senior organizational leaders
» CEO, CFO, EVPs, SVPs, governing boards
• Different reports required for different audiences
11
12/29/2014

TDRp Framework
12/29/2014Talent Development Reporting principles • CTR
12
Our Vision: “Talent Development Reporting
principles are broadly accepted and widely
employed as the world-class reporting standard
for all human capital processes.”

Executive Reporting Focus: Standard
Measures
13
Data Sources and Systems
Systems and processes for
organizing data, calculating
measures
Specific methodology (e.g.
Phillips, Brinkerhoff)
Statements
Standard Measures
Data
Reports
System Wide
Analytics
Program/ Initiative
Analytics
Standard Measures:
• Efficiency measures: How much? How many? At what cost?
• Effectiveness measures: How well?
• Outcome measures: What is the impact on the business?

Executive Reporting Focus: Three
Statements
14
measures
Statements
Standard Measures
Data
Reports
System Wide
Analytics
Program/ Initiative
Analytics
Three Statements:
• Outcome Statement
• Effectiveness Statement
• Efficiency Statement

Executive Reporting Focus 15
measures
Statements
Standard Measures
Data
Reports
System Wide
Analytics
Program/ Initiative
Analytics
Three Reports:
• Summary Report
• Program Report
• Operations Report

Executive Reporting Focus 16
Summary Conclusions, Actionable
Recommendations, Issues for Further Analysis
measures
Scope of
TDRp
Statements
Standard Measures
Data
Reports
System Wide
Analytics
Program/ Initiative
Analytics

Executive Reporting ProcessSenior Executives Talent Development Executives
Executive
Reports
Statements
Note:
Data sets can
be organized
by processes
and/or
efficiency,
effectiveness
& outcomes
Data
Sources
TDRp Framework
GuidingPrinciples
Financial
Systems
Evaluation,
EOS Systems
Non-Financial,
non-TDR Systems
Others: HRIS,
LMS, CRM, ERP
Outcomes Effectiveness Efficiency
Talent Development
Summary Report
Quarterly
Talent Development
Program Report (s)
Monthly
Talent Development
Operations Report (s)
Monthly
Effectiveness
Statement (s)
Outcome
Statement
Efficiency
Statement (s)
Talent Development Processes
Talent
Acquisition
Leadership
Development
Learning &
Development
Capability
Management
Performance
Management
Total
Rewards
Extract, convert and calculate Standard Measures
Data Sets

TDRp Measures
and
Statements
18
Yes, but what are your goals?

Measures can be used to Manage or
Monitor
• Measures to manage
» Most important
» Typically directly aligned to your goals
» Plan or target has been established
» Forecast is made and updated
» Reviewed at least monthly by senior leaders
- If not on plan, or if forecast is to fall short of plan, senior leaders
discuss and agree on action to take to achieve plan
• Measures to monitor
» Less important
» Typically involve more detail
» Reviewed as needed
19
12/29/2014

The Three Types of TDRp Measures
• Effectiveness: quality of program or initiative
» For individual programs and for enterprise overall
» Like quality of hire
• Efficiency: efficiency of program or initiative
» For individual programs and for enterprise overall
» Like number of new hires
» Also includes costs, completion dates, utilization rates, cycle times
• Outcomes: impact of L&D and HR initiatives on organizational
goals
» Will be a different set for each organization because goals and initiatives are
different.
» Common outcome measures are impact on: sales, cost, quality, etc.
20
12/29/2014

The Statements
• Three standard statements
» Effectiveness
» Efficiency
» Outcome
• Standard measures are
used but choice of
measures depends on
organization
• Summary statements
show
» Last year’s actual
» Plan (or goal) for this year
» Year-to-date results
• Detail statements show
» Monthly, quarterly, trend data
» Granularity
» Without plan
21

Effectiveness Statement
Effectiveness Measures
22
Process Effectiveness Measures
Learning &
Development
Satisfaction, amount learned, application, impact
Talent Acquisition Quality of hire, hiring process effectiveness
Leadership
Development
Bench strength, Succession planning success rate
Performance
Management
% of employees with improved ratings, % of employees
with rating turnaround
Capability
Management
% of employees with career discussion, % career
movement, % of positions with ready replacement
Total Rewards High performers salary differential, compa ratio

Effectiveness Statement for L&D
23
2011
Actual Plan Jun YTD % Plan
Level 1: Employee (All programs and initiatives)
Quality of content % top two boxes 75.6% 80.0% 78.9% 99%
Quality of instructor % top two boxes 80.0% 85.0% 85.6% 101%
Relevance % top two boxes 81.9% 85.0% 88.2% 104%
Alignment to goals % top two boxes 74.6% 85.0% 83.2% 98%
Total for Level 1 Average of measures 78.0% 83.8% 84.0% 100%
Level 1: Sponsor (Select programs) % top two boxes 75.0% 80.0% 77.0% 96%
Level 2 (Select programs) Score 78.0% 85.0% 83.0% 98%
Level 3 (Select programs)
Intent to apply (from survey at course completion) % top two boxes 80.9% 85.0% 86.5% 102%
Actual application (after three months) % who applied it 61.0% 75.0% 78.0% 104%
Estimate by participants (end of course) Contribution to goal 19.5% 30.0% 32.4% 108%
Estimate by participants (after three months) Contribution to goal NA 25.0% 26.2% 105%
Net benefits Thousands $ $546 $800 $345 43%
ROI % 29% 35% 32% 91%
Results through June
For 2012

Efficiency Statement
Efficiency Measures
24
Process Efficiency Measures
Learning &
Development
Number of participants, courses; utilization rate
Talent Acquisition Number of internal/external hires, acceptance rate, time to
start
Leadership
Development
Span of control, tenure, % of positions filled internally
Performance
Management
Number of performance discussions, % of employees with
goals, % of employees with performance reviews
Capability
Management
Number of promotions, number of transfers, average time in
position
Total Rewards Average benefit cost, variable compensation %

Efficiency Statement for Capability
Management
25

Outcome Statement
Alignment 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
26
The key: agree on the
measures of success

Sample Outcome Statement for L&D
27
Home
with Mixed Impacts and Proxies
2011 For 2012
Priority Business Outcomes and Impact of Learning and Development Initiatives Actual Plan Jun YTD % of Plan
1 Revenue: Increase Sales by 20%
Corporate Goal or Actual % 10% 20% 17% 85%
Impact of L&D Initiatives: 25% contribution to goal % 1% 5% 4% 80%
2 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 L&D Initiatives: Low Impact on goal High/Medium/Low Low Low Low
3 Safety: Reduce Injuries by 20%
Impact of L&D Initiatives: 70% contribution to goal % 5% 14% 11% 75%
4 Costs: Reduce Operating Expenses by 15%
Impact of L&D Initiatives: Medium Impact on goal Low/Medium/High Low Medium Medium
5 Retention: Improve Retention of Top Performers by 5 Points to 90%
Corporate Goal or Actual Points -3 pts 5 pts 2 pts 67%
Impact of L&D Initiatives None planned
6 Call Center Satisfaction: Improve Satisfaction Score by 4 Points to 80%
Corporate Goal or Actual Points 1.6 pts 4 pts 2.9 pts 73%
Application of Key Behaviors % 84% 95% 91% 96%
Number trained Number 40 40 24 60%
Learning and Development
Sample High-level Business Outcome Statement for the Private Sector

Sample Outcome Statement for L&D
(continued)
28
Home
with Mixed Impacts and Proxies
2011 For 2012
Priority Other Important Business Outcomes and Impacts Actual Plan Jun YTD % of Plan
A Comply with New Regulations
Corporate Goal or Actual % in compliance 100% 100% 100% 100%
Impact of L&D Initiatives: Essential Essential Essential Essential
B Onboarding of Service Reps
Impact of L&D Initiatives: Reduce Time to Competency by 20% % NA 20% 17% 85%
Number onboarded Number 25 50 21 42%
C Become an Employer of Choice
Impact of L&D Initiatives: Medium Impact on goal Low/Medium/High Low Medium On plan
Increase reach to 95% % 73% 95% 75% 79%
Number of unique participants Number 14,321 21,500 16,500 77%
Sample High-level Business Outcome Statement forthe Private Sector

TDR Reports
29

The Reports 30
• Three levels of reports
» Summary Report (for CEO,
SVPHR, and Dept. Head)
» Operations Report (for
Managers and Dept. Head)
» Program Report (for Managers
and Dept. Head)
• Highly customized, pulling
the most important measures
from the statements
• Executive-level reports show
» Last year’s actual
» Plan (or goal) for this year
» Year-to-date results
» Forecast for this year
• Detailed reports for
managers may show
» Monthly, quarterly, trend data
» Granularity
» Without plan or forecast

Reports Designed to be used in Monthly
Meetings to Manage/Share Results
• Department Head meeting with direct reports
» Ideally in a 1-2 hour meeting dedicated to managing results
» Cover Summary Reports, Operations Report, Program Reports
» Take management action as necessary to deliver plan
• Program Manager with team
» Use Program Reports to manage program
» Prepare program Report to be shared with Department Head
• Other meetings (Senior Leaders, Board of Governors, CEO)
» Use Summary Report
31

L&D Summary Report
32
2011 For 2012
Actual Plan Jun YTD % of Plan Forecast
Impact of Learning and Development Initiatives
Revenue: Increase Sales by 20%
Corporate Goal or Actual % 10% 20% 17% 85% 20%
Impact of L&D Initiatives: 25% contribution to goal % 1% 5% 4% 80% 5%
Engagement: Increase Engagement Score by 3 Points to 69.4% (1)
Corporate Goal or Actual Points 1 pt 3 pts 1.9 pts 63% 3 pts
Impact of L&D Initiatives: Low Impact on goal H/M/L Low Low Low Low
Safety: Reduce Injuries by 20%
Impact of L&D Initiatives: 70% contribution to goal % 5% 14% 11% 75% 14%
Costs: Reduce Operating Expenses by 15%
Impact of L&D Initiatives: Medium Impact on goal H/M/L Low Medium Medium Medium
Retention: Improve Retention of Top Performers by 5 Points to 90%
Corporate Goal or Actual Points -3 pts 5 pts 2 pts 67% 5 pts
Impact of L&D Initiatives None planned
Call Center Satisfaction: Improve Satisfaction Score by 4 Points to 80%
Corporate Goal or Actual Points 1.6 pts 4 pts 2.9 pts 73% 4 pts
Application of Key Behaviors % 84% 95% 91% 96% 95%
Number trained Number 40 40 24 60% 40

L&D Summary Report (continued)
33
2011 For 2012
Effectiveness Actual Plan Jun YTD % of Plan Forecast
Participant Feedback % favorable 78% 84% 85% 101% 85%
Sponsor Feedback % favorable 75% 80% 77% 96% 78%
Learning Score 78% 85% 83% 98% 84%
Application rate % who applied it 61% 75% 78% 104% 79%
Efficiency
Percentage of employees reached by L&D % 85% 88% 72% 82% 88%
Percentageof ee's with development plan % 82% 98% 95% 97% 96%
Percentageof courses developed on time % 73% 92% 88% 95% 90%
Percentage of courses delivered on time % 62% 90% 83% 85% 87%
L&D Investment
L&D Expenditure Million $ $15.8 $20.2 $9.9 49% $20.2
Opportunity Cost Million $ $3.4 $2.9 $1.3 45% $2.9
Cost Reduction (internal to L&D) Thousand $ $63 $295 $168 57% $325

Sample Operations Report for L&D
34
Home
2011 For 2012
Effectiveness Measures Actual Plan Jun YTD % Plan Forecast
Level 1: Participant Feedback (All programs) % favorable 80% 85% 87% 102% 85%
Level 1: Sponsor Feedback (Select programs) % favorable 75% 80% 77% 96% 78%
Level 2: Learning (Select programs) Score 78% 85% 83% 98% 84%
Level 3: Application rate (Select programs) % who applied it 61% 75% 78% 104% 79%
Level 4 (Select programs) % top two boxes 61.0% 75.0% 78.0% 104.0% 78%
Net benefits Thousands $ $546 $800 $345 43.1% $800
ROI % 29% 35% 32% 91.4% 33%
Efficiency Measures
Course Management
Total Developed Number 22 36 24 67% 35
Number Meeting Deadline Number 16 33 21 64% 33
% Meeting Deadline % 73% 92% 88% 95% 94%
Total Delivered Number 143 178 167 94% 178
Number Meeting Deadline Number 89 160 139 87% 155
% Meeting Deadline % 62% 90% 83% 85% 87%
% of courses that are traditional classroom % 56% 43% 46% 107% 42%
E-learning course utilization rate % taken by 20+ 83% 97% 91% 94% 97%
% of employees reached by L&D % 85% 88% 72% 88%
L&D Expenditure Million $ $15.8 $20.2 $9.9 49% $20.2
Cost Reduction (internal to L&D) Thousand $ $63 $295 $168 57% $325
Sample Executive Operations Report

Sample Program Report for L&D
Programs in Support of the Goal to Reduce Injuries
35
Sponsor: Swilthe, VP of Manufacturing
2011 2012 YTD as Forecast as
Metric Actual Plan YTD % of Plan Forecast % of Plan
Enterprise Goal: Reduce Injuries % 12% 30% 20% 67% 30% 100%
Expected Impact of Learning: H/M/L Medium High High Below Plan High On Plan
2011 2012 YTD as Forecast as
Programs to Reduce Injuries Metric Actual Plan YTD % of Plan Forecast % of Plan
1 Deliver Phase 1 Courses for Factory A
Effectiveness measures
Level 1: Participants % 70% 80% 85% 106% 82% 103%
Sponsor % 75% 90% 88% 98% 88% 98%
Level 2: Test score % 86% 90% 95% 106% 92% 102%
Level 3: Application rate % 53% 65% 62% 95% 63% 97%
Efficiency measures
Unique Participants Number 452 3,000 2,800 93% 3,200 107%
Total Participants Number 858 6,000 5,542 92% 6,300 105%
2 Develop Phase 2 Courses for Factory B
Efficiency measure: Complete by 5/30 Number NA 3 3 100% 3 100%
Effectiveness measure: Sponsor Satisfaction % NA 90% 90% 100% 90% 100%
3 Deliver Phase 2 Courses for Factory A
Effectiveness measures
Level 1: Participants % NA 80% 80% 100% 82% 103%
Sponsor % NA 90% 90% 100% 88% 98%
Level 2: Test score % NA 90% 92% 102% 90% 100%
Level 3: Application rate % NA 70% 61% 87% 65% 93%
Efficiency measures
Unique Participants Number NA 1,000 100 10% 1,100 110%
Total Participants Number NA 3,000 284 9% 3,200 107%
Summary
Total
Courses Developed Number 1 3 3 100% 3 100%
Unique Participants Number 452 4,000 2,900 73% 4,300 108%
Total Participants Number 858 9,000 5,826 65% 9,500 106%
Cost (not including opportunity cost) Thousand $ $37 $250 $178 71% $255 102%
12/29/2014

Conclusion
36

Key Take-Aways
• TDRp is not just about measures or a measurement strategy
• It is about changing the conversation and the role of L&D and
HR
» Proactive discussions with sponsors and senior leaders
» Upfront agreement with sponsor on expected impact
» Engaging the Dept. Heads to set a plan or goal for key measures
» Create a business plan for the department with specific, measurable
goals
» Execute with discipline monthly. Be accountable
• It is about the process of managing the business.
» Align, plan, manage
37
12/29/2014

Adopting TDRp: Start From Where You
Are
38
1. Use TDRp for its library of measures and definitions
7. Use the principles and reports of TDRp to run L&D and
HR like a business
2. Adopt the framework of outcome, effectiveness, and
efficiency measures
3. Create effectiveness and efficiency statements with actual
results and no plan
4. Add a plan column to your effectiveness & efficiency
statements
5. Create an outcome statement with input from senior leaders
Alignment and Impact
6. Create one, two or all three of the reports
Alignment and Impact for the Summary and Program Reports
1
5
4
3
2
7
6
12/29/2014

The Center for Talent Reporting:
The Home of TDRp
39
• Established October 2012
» Not-for-profit, 501c(6)
organization (used for trade
associations)
• Mission
» Improve and standardize the
measurement, reporting, and
management of human capital
to deliver significant business
value
• Governance
» Nine-member Board of
Directors
» Standards Committee to
provide continued guidance
on standards and reporting
» Advisory Council
• Funding: Sponsors, members,
revenue from workshops
• Business model: Others
provide consulting and software

Accelerate Your Mastery 40
• Public Webinars
» Intro to TDRp (9/9,11/12)
» Implementation CSFs (10/15)
» Implementation Guidance (members
only) (10/16,11/20)
• 2 ½ day workshops offered
» Oct 20-22 Chicago
• 2nd Annual TDRp conference
planned for October 22-24
• Members Only Page
• Certification
» Individuals
» Vendors providing software
products employing TDRp
• Accreditation
» Organizations implementing TDRp
» Consultancies providing services
• Business Acumen Resources
• Community of Practice for
Members: to be implemented
in October

2014 Conference 41
• The premier event to extend your TDRp
knowledge and network.
• This year’s event: more speakers,
sessions and networking opportunities.
• We will highlight four case studies and
include separate tracks for experienced
TDRp-ers and newbies
• Build your knowledge and capability by
attending sessions on:
» What CEOs want
» Business acumen
» Change management
» Big data
• Just $599 for members
» Hotel rooms only $159
October 22 to 24, Chicago, Illinois
Rosemont Hotel, Doubletree
Register now:
https://www.centerfortalentreporting.org/
annual-conference/

Become a Member of the
Center for Talent Reporting
• Benefits
» Access to Enhanced Content on the website
- Formulas and references for measures
- Excel versions of sample statements and reports
- Detailed implementation guidance
- Members only page
- Business acumen resources
» $300 discount on workshops and conference
» Priority for TDRp certification
• Investment: Only $299
42

Learn More about TDRp
• Learn more and get implementation guidance at
www.CenterforTalentReporting.org
» Introduction to TDRp whitepaper
» Over 600 measures
» More than 66 sample statements and reports
» Guidance on implementation
» Workshop and webinar registration
• Contact for more information:
» Dave Vance: DVance@CenterforTalentReporting.org
» Peggy Parskey: Pparskey@CenterforTalentReporting.org
43

An Intro to Talent Development and Talent Analytics

An Intro to Talent Development and Talent Analytics

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