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Learning & Talent Analytics: Integrating Business Metrics to Show the Value of HR & Learning Initiatives


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Understanding the results your talent and learning programs have on your organization’s top and bottom line often define success of the programs. So having effective tools to track and analyze learning and talent management programs together is key. Learn how integrated analytics can make your organization’s learning and talent management programs more effective and demonstrate the impact on the top and bottom line.

Published in: Business, Technology
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Learning & Talent Analytics: Integrating Business Metrics to Show the Value of HR & Learning Initiatives

  1. 1. Learning & Talent AnalyticsIntegrating Business Metrics toShow the Value of HR & LearningInitiativesCo-Presenters:Hardeep Gulati - EVP Product ManagementKim Lennon - Sr. Product Manager
  2. 2. Session Agenda ■ Market Driver for Analytics ■ SumTotal’s Solution ■ Q&APage 2 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  3. 3. Market Trends “If you can’t measure it, you can’t manage it.”■ Focus on efficiencies and productivity Nolan & Norton Consultants■ Improve business impact of HR initiatives “The holy grail of training measurement has always■ Significant pressure on cost cutting been the dream to directly■ Enforcement of compliance to changing correlate training to business impact: sales revenue, global regulations critical productivity, turnover,■ Mitigate proactively risks and exposure in product quality.” Bersin & Associates talent pool “When BI and analytic■ Global workforce with demand driven capabilities are integrated into organization models business processes, decisions are more repeatable, scalable, traceable and accurate.” GartnerPage 3 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  4. 4. Human Resources Maturity Model Level 4: Business-Integrated HR HR strategy part of the business strategy. HR helps to drive business decisions through people, data and insights. Business and HR systems integrated and advanced. Level 3: Strategic HR Department HR aligned with business strategy. HR functions supporting business needs. Initiatives split between HR process improvements and talent needs. Level 2: Fundamental HR Services HR strategy partially or fully defined. Siloed HR functions. Some standardized processes and policies; core services managed well. Some automated talent systems, but little integration of data. Level 1: Compliance-Driven HR Services No HR strategy. Personnel function, mostly separate from business and talent needs. Line managers perform HR activities as they see best. Bersin & Associates, 2010Page 4 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  5. 5. HR Maturity Has Direct Impact on Business HR’s Relationship to Business Strategy 40% 30% 20% 10% 0% HR is a full partner in developing and implementing the business strategy Low Market Performers High Market Performers Bersin & Associates Institute for Corporate ProductivityPage 5 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  6. 6. Further Opportunity to focus on Strategic Initiatives ■ Strategic services drive real Spending By HR Service Area business impact in 2011 ■ Strategic services drive employee engagement and better top-line and bottom-line 8% results ■ These are often seen as the 32% most dispensable – They are 60% not! ■ HR budgets are higher for companies that engage more in Strategic HR Services Strategic HR Services Talent Management Core Services Bersin & AssociatesPage 6 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  7. 7. How to Transform Your HR? Source – Adapted from Bersin & Associates 2010Page 7 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  8. 8. Business Problem ■ Difficult to timely enforce Problem adherence of compliance across divisions Cannot Get Integrated Data for HCM ■ Lack of global view of talent ■ Lack of business alignment GOAL OPERATIONAL ■ Low predictability in SETTING PLANNING MONITOR performance RESULTS ■ Inconsistency in business ANALYZE MODELING decisions PERFORMANCE Manual & ■ Inability to quickly pinpoint Inconsistent leading and lagging parts of the HRMS Succession business ■ Time wasted gathering Recruiting LMS information – cycle time to pull data together ■ Low data quality of data and Perf. Comp. gathered resultsPage 8 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  9. 9. Poll #1: Are you spending any part of your day measuring your workforce in relation to moving the needle forward? 1. Yes 2. No 3. Partial – some but not enoughPage 9 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  10. 10. Learning Measurement Objectives ■ Effectiveness o Are we achieving the business goals for a program? o Are we reaching the right audience? ■ Efficiency o Which of our programs are most cost-efficient? o How can we reduce the cost per hour for a program? ■ Compliance o Are we meeting our compliance goals? Where? Where not? o How do we increase compliance quickly?Page 10 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  11. 11. Top 5 Learning & Development / Business Priorities Entering 2012 Tie Need to Aligning Attracting, increase operations, engaging, and productivity, practices and Aligning L&D retaining reduce costs Budget systems with business employees and still across goals with critical provide different skills and superior business units competencies service IDC, 2011Page 11 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  12. 12. Who Needs What… Audience What They Care AboutCLO and training leaders Efficiency, effectiveness, resource utilization and on- time deliveryVP of HR Training volumes, compliance and spending per employeeLine-of-business How much training was consumed, which employeesexecutives are and are not taking training courses, and how well the employees and managers feel their needs are being metFirst-line managers Detailed results from their employees to help with development and performance planning Specific information on completion (exception reporting), utility and learning resultsTrainers and Specific comments and feedback from learners on theinstructional designers quality and value of their particular programsPage 12 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  13. 13. Levels of Analysis Required Visibility Analysis Strategy Excellence • Pre-built reports • Dashboards • Target and • Management • Self service & • Key benchmarking and operational Configurable Ad- performance • Top & bottom excellence hoc reporting indicators performers • Actionable • Guided (prebuilt & • Proactive intelligence Navigation adhoc) strategy and • Continuous • Alerts • Trend Analysis planning ImprovementPage 13 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  14. 14. Session Agenda ■ Market Driver for Analytics ■ SumTotal’s Solution ■ Q&APage 14 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  15. 15. Strategic Workforce Analytics - Vision ■ Creating a framework for measuring and communicating workforce efficiency and effectiveness ■ Integrate human capital data with proprietary data to address overall business goals ■ Understand which human capital metrics are best suited to measure the success of organization initiatives down to individual team initiatives ■ Build action plans that address future gaps in workforce supply, demand, and capabilities ■ Determine the ROI of HR initiatives (training, retention strategies, etc)Page 15 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  16. 16. SumTotal Strategic Workforce Analytics Comprehensive, Powerful, Personalized Dashboard Reporting Integrated Strategic Talent Data Warehouse Out-of-the-box Career Most Dashboards and Development comprehensive KPIs with Performance Learning Strategic HCM- flexible adhoc Talent Data reporting for Warehouse most industry Hiring Succession needs Compensation Strategic workforce Closed Loop analysis Actionable integrated with Intelligence for business data execution for deep excellence business insightPage 16 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  17. 17. Poll #2: What workforce topic do you see benefiting the most through analytics? 1. Performance 2. Career Development 3. Learning 4. Succession 5. Hiring 6. CompensationPage 17 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  18. 18. HR Analysis Is time-to-fill positions impacting company performance? • % new hire retention • % vacancies filled internally • Average open time of positions Do we have sufficient labor to meet next quarter’s demand? • Average employee tenure • Talent retention % • Bench strength penetration Does compensation policies for top performers impact retention? • % high performing employees • Turnover % • % total compensation tied to performancePage 18 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  19. 19. Individual Program Analysis How much money to spend on a given program? • Spent training % • % improvement on attendee learning rate • Completion rate What vendors to select for content? • Vendor cost ratio • Attrition rate (course/class level) • Satisfaction rate What blended learning mix should we use? • Modality delivery ratio • Modality delivery completion rate • Satisfaction ratePage 19 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  20. 20. Organizational Analysis Who consumed training by department/customer? • Penetration rate • Completion rate What was our average cost of training by program? High, low? • Cost per enrollment • Average training hours per attendee What is our aggregate corporate compliance? • Time to expire • Time to completePage 20 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  21. 21. Compliance Analysis How much training am I consuming? $? Hours? • Number of training hours per employee • Spent training % What is my compliance by manager for a given program? • Time to expire • Time to complete What are the scores and achievement levels of my employees? • Average score of attendees • % high performingPage 21 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  22. 22. Poll #3: What is the most important learning measure for your management? 1. Consumption – who is taking what? 2. Efficiency – how much are we spending/saving? 3. Satisfaction – are learners getting what they want? 4. Impact – are we driving business results?Page 22 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  23. 23. SumTotal Strategic Workforce Analytics Features Delivering Customer Value ■ Extensive Out of box Dashboards o Customer editable and creatable widgets and dashboards  Rich set of Out of Box KPI’s ■ Flexible Ad-hoc Reporting  Actionable AnalyticsPage 23 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  24. 24. CLO – Learning Effectiveness ■ Mary – CLO o The organization is instituting Six Sigma as we expand globally. Monitoring learning effectiveness and its key measures to ensure the proper programs are in place to close skill gaps of the workforce.Page 24 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  25. 25. Learning Effectiveness ■ Mary reviews the competency of the Six Sigma project ■ She knows she is looking at upper tiers of her organization, to quickly assess lower levels, she drills down ■ She notices that 1 child organization is outperforming it’s peers, Mary will schedule meetings with the division managers for additional insight into why the numbers are the way they arePage 25 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  26. 26. Learning Effectiveness ■ In addition to compliance, Six Sigma’s objective is to be lean and efficient so Mary also reviews the productivity based on competenciesMary can address those users with high competency gaps through coaching, mentoring, orassign additional training.Page 26 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  27. 27. At the End of the Day…. ■ Companies are concerned with acquiring the right talent, retaining top talent and developing future talent. ■ Leadership intuitively knows that the better the talent IN the organization, the better the results FOR the organization. ■ There is no silver lining for metrics and measurement programs – they need to align with your organization’s business initiatives and goals – answering the most important questions. ■ Metrics should show their support for good business decisions impact, if they don’t they are likely the wrong metrics to show executives.Page 27 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  28. 28. Customers Who Have Done It •One global learning solution to all Driving faster time-to- employees and partners readiness for new •Impact: Cut “time-to-sales readiness” for new product launches by 2 products months •Rolled out globally to sixty countries Greater global and eight languages organizational •Impact: Improved alignment to corporate goals across the effectiveness organization •Single, integrated & global HCM solution to meet CEO’s top three Facilitating talent mobility priority across the globe •Impact: Facilitated identifying key talent in North America and Europe to deploy to Asia and South America •Solution helped transform the culture Creating a performance to be completely performance driven •Impact: All employees understand driven culture how they will impact company successPage 28 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  29. 29. You cant manage what you dont measure! Page 29 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  30. 30. Poll #4: When do you think your organization will deploy actionable analytics? 1. Already using analytics to make a difference 2. Within next six months 3. From six to twelve months 4. Beyond twelve monthsPage 30 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL
  31. 31. Page 31 - November 3, 2011 – PROPRIETARY AND CONFIDENTIAL