Managing Talent Like a Business: How to Deliver Greater Value to Your Organization Using Talent Development Reporting Principles

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Speaker: David Vance
Executive Director
Center for Talent Reporting

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David Vance
Executive Director

Managing Talent
Like a Business:
How to Deliver Greater
Value to Your
Organization Using
Talent Development
Reporting Principles
(TDRp)
Workforce Webinar
May 8, 2013
David Vance, Executive Director

Today’s Discussion 8
5/9/2013Center For Talent Reporting www.centerfortalentreporting.org
Introduction
Running HR Like a Business
Introduction to TDRp Initiative and
Framework
Sample Statements and Reports
Conclusion

Introduction to TDRp
9

The Situation Prior to TDRp
• There was no agreed-upon standard for the reporting of human
capital
» Consequently, no standard for managing it either
• No answers to common, practical questions
» What should I measure?
» Which measures should I use?
» How are these measures defined?
» How do I report these measures?
» What do senior leaders (Dept. Heads, SVPHR, CEO)
want to see and in what format?
» What do we do with these reports once we have them?
» How do I show the value or impact of our HR initiatives?
Center For Talent Reporting www.centerfortalentreporting.org
10
5/9/2013

Talent Development Reporting
Principles (TDRp
• Brings principles, standards, statements, reports and
management practices to HR
• Began in fall 2010 as a grassroots, industry-led initiative by
Kent Barnett (CEO, Knowledge Advisors) and Tamar Elkeles
(VP of Learning and Organization Development, Qualcomm)
• Engaged industry thought leaders like Fitz-enz, Bassi, Phillips,
Brinkerhoff, Bersin, and Senior Talent Leaders of major
organizations
11

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)
12

13

• Help our organizations achieve their goals
» Achieve their goals more quickly
» Achieve their goals at lower cost
• Best accomplished by running HR like a business focusing on
» Outcomes (Are we doing the right things?)
» Effectiveness (How well?)
» Efficiency (How much and at what cost?)
First: Agree on Our Role
14

1. Align HR initiatives to business goals
2. Plan it carefully
3. Execute and report with discipline
4. Measure and evaluate
Four Steps to Run HR Like a Business
15

• Align to strategic goals
» Meet with CEO or business unit leader
» Learn about next year’s goals and priorities
» Learn who the sponsors are
• Plan to also support new and ongoing operational goals
» For example, hiring and onboarding, performance management
Step 1:
Align HR Initiatives to Business Goals
16

• Meet with sponsors of strategic goals to understand
» Business need
» HR’s role (if any)
• Meet with sponsors of operational goals to confirm ongoing support
• Agree with sponsor on
» Specific program or initiative
» Roles and responsibilities
» Measures of success
 Expected impact of initiative on business goal
» Costs
Step 2:
Plan the Initiatives Carefully
17

• Manage your execution to deliver planned outcomes,
effectiveness, and efficiency
• Review progress monthly within HR
» Year-to-date results versus plan
» Will you make plan?
» If not, what is the forecast?
» What action should you take?
• Review progress at least quarterly with CEO, senior leaders
» Focusing on most important business goals, key measures
Step 3:
Execute and Report with Discipline
18

• Execute your measurement and evaluation strategy.
• Did you achieve your goals?
• If not, what can you learn? What can you improve?
• If you exceeded goals, what can you learn?
Step 4:
Measure and Evaluate
19

1. Align HR initiatives to business goals
2. Plan it carefully
3. Execute and report with discipline
4. Measure and evaluate
Four Steps to Run HR Like a Business
20

• Conceptually not difficult
• Challenging in practice
• Requires new skills for some, confidence to apply them for
others
• Some common objections
» No standards in place to provide guidance
» No internal processes to support it
» No agreed-upon management practices
» Not comfortable with business-like approach
• TDRp can help
21

TDRp Framework
22

TDRp Designed to Facilitate the
Management of Human Capital
• Alignment of human capital initiatives to organization goals
• Upfront agreement on the expected impact and other measures
of success
• Monthly reports for management of initiatives and operations
• Quarterly reports for the Department Heads (like the CLO),
SVPHR, CEO to assess progress and manage to planned
results
• Focus on three types of measures: Outcomes, Effectiveness,
Efficiency
23

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, etc.)
• Senior organizational leaders
» CEO, CFO, EVPs, SVPs, governing boards
• Different reports required for different audiences
24

Reports Designed to Answer the
Following
• What is the goal or plan?
» Organization goal (e.g., 10% increase in sales)
» Impact of initiative on it (e.g., 20% contribution or 2% increase in
sales)
• What are the key programs planned to achieve it?
• How are we doing?
» Year-to-date results versus plan
• Are we going to make plan?
» What is the forecast?
25

The TDRp Process
1. Use standard definitions to extract and convert data into
three types of measures
• Outcome, effectiveness, and efficiency
2. Create three standard statements with these measures
• Outcome, Effectiveness, and Efficiency
3. Create three types of customized reports from these
statements
• Summary, Program (Initiative), and Operations
26

Executive Reporting Focus: Standard
Measures
27
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
28
measures
Statements
Standard Measures
Data
Reports
System Wide
Analytics
Program/ Initiative
Analytics
Three Statements:
• Outcome Statement
• Effectiveness Statement
• Efficiency Statement

Executive Reporting Focus 29
measures
Statements
Standard Measures
Data
Reports
System Wide
Analytics
Program/ Initiative
Analytics
Three Reports:
• Summary Report
• Program Report
• Operations Report

Executive Reporting Focus 30
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 Process 31Senior Executives Talent Development Executives
Executive
Reports
Statements
Note:
Data sets can
be organized
by processes
and/or
efficiency,
effectiveness
& outcomes
Data
Sources
Executive Reporting Process
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

TDR Statements
32

The Statements 33
• Three standard statements
» Outcome
» Effectiveness
» Efficiency
• 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

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
• Key is some agreed-upon measure of success
34

Outcome Statement for L&D
Simplified and Using Proxies for Impact
2011 For 2012
Priority Business Outcomes and Learning Impact Actual Plan Jun YTD % of Plan
Included in Business Plan
1 Revenue: Increase in Sales
Corporate Goal or Actual % 10% 20% 17% 85%
Application of Training: % Applying 3 key concepts % NA 80% 85% 106%
2 Leadership: Increase in EOS (1) Leadership Score
Corporate Goal or Actual points 0 pts 5 pts 3 pts 60%
Impact of Training: Time spent coaching direct reports min/wk NA 60 50 83%
3 Safety: Reduction in Injuries
Impact of Training: 70% reduction in injuries due to L&D % 5% 14% 11% 79%
4 Call Center Satisfaction: Improve Score
Corporate Goal or Actual points 1.6 4.0 2.9 73%
Impact of Training: High, Medium, Low H/M/L NA High High
5 Comply with New Regulations
Corporate Goal or Actual % in compliance 100% 100% 100%
Impact of Training: Essential for compliance NA Essential Essential
6 Innovation: Increase in New Patents
Corporate Goal or Actual # 4 10 7 70%
Impact of Training NA NA NA
Results through June

Outcome Statement for Talent
Acquisition (Page 1)
2011 For 2012
Priority Business Outcomes and Impact of Talent Acquisition Initiatives Actual Plan Jun YTD % of Plan
1 Revenue: Increase Sales by 20%
Impact of Talent Acquisition Initiatives % NA 4% 2% 50%
Talent Acuisition Initiatives
Hire 3 high-performing sales managers Number NA 3 3 100%
Hire 10 high-performing sales representatives Number NA 10 8 80%
Total hires in support of goal Number NA 13 11 85%
2 Leadership: Increase Leadership Score by 5 Points to 73.5% (1)
Corporate Goal or Actual Points 0 pts 5 pts 3 pts 60%
Impact of Talent Acquisition Initiatives Points 0 pts 1 pt .6pt 60%
Hire 2 new VPs who are proven leaders Number 0 2 2 100%
Hire 5 new department heads who are proven leaders Number 2 5 5 100%
Hire 25 new high-potential managers Number 4 25 22 88%
Total hires in support of goal Number 6 32 29 91%
3 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 Talent Acquisition Initiatives Points 0 pts .5 pt .3 pt 60%
Hire 2 new VPs who are proven leaders Number 0 2 2 100%
Hire 5 new department heads who are proven leaders Number 2 5 5 100%
Hire 25 new high-potential managers Number 4 25 22 88%
Total hires in support of goal Number 6 32 29 91%
4 Safety: Reduce Injuries by 20%
Impact of Talent Acquisition Initiatives None planned

Effectiveness Statement
Effectiveness Measures
• L&D: Satisfaction, Amount learned, Application, Impact
• Talent Acquisition: Quality of hire, Hiring process effectiveness
• Leadership Dev: Bench strength, Succession planning success rate
• Performance Mgt: % of ee’s with improved ratings, % of ee’s with
rating turnaround
• Capability Mgt: % of ee’s with career discussion, career movement
%, % of positions with ready replacement
• Total Rewards: High performers salary differential, compa ratio
37

38
Effectiveness Statement for L&D
2011
Actual Plan Jun YTD % Plan
Level 1: Employee (All programs and initiatives)
Quality % top two boxes 80.0% 85.0% 85.6% 100.6%
Alignment % top two boxes 76.8% 85.0% 87.3% 102.7%
Amount learned % top two boxes 81.9% 85.0% 90.4% 106.4%
Intent to apply % top two boxes 80.9% 85.0% 86.5% 101.8%
Impact estimate (select programs) % top two boxes 82.8% 85.0% 85.4% 100.5%
Value estimate (select programs) % top two boxes 77.8% 85.0% 85.3% 100.4%
Total for Level 1 Average of measures 80.0% 85.0% 86.7% 102.0%
Level 1: Sponsor (Select programs) % top two boxes 75.0% 80.0% 77.0% 96.3%
Level 2 (Select programs) Score 78.0% 85.0% 83.0% 97.6%
Level 3 (Select programs) % who applied it 61.0% 75.0% 78.0% 104.0%
Level 4 (Select programs)
Impact % impact on business outcome 4.2% 5.0% 4.8% 96.0%
Sponsor estimate of impact 5 point scale 2.3 2.5 2.4 96.0%
Level 5 (Select programs)
Gross benefit Thousands $ $985 $1,452 $689 47.5%
Total cost Thousands $ $748 $1,014 $482 47.5%
Net benefit Thousands $ $237 $438 $207 47.3%
ROI % 31.7% 43.2% 42.9% 99.4%
For 2012

Efficiency Statement
Efficiency Measures
• L&D: Number of participants, courses; utilization rate
• Talent Acquisition: Number of internal/external hires,
acceptance rate, time to start
• Leadership Dev: Span of control, tenure, % of positions filled
internally
• Performance Mgt: Number of performance discussions, % of ee’s
with goals, % of ee’s with performance reviews
• Capability Mgt: Number of promotions, Number of transfers,
Average time in position
• Total Rewards: Average benefit cost, Variable compensation %
39

40
Efficiency Statement for Capability Mgt.
2011
Actual Plan Jun YTD % Plan
Total Capability Management Cost Million $ $0.5 $1.1 $0.5 45%
Career/Sucession Planning Initiative Million $ NA $0.4 $0.2 50%
Extending tenure of managers and supervisors Million $ NA $0.2 $0.1 50%
Other Million $ $0.5 $0.5 $0.2 40%
Career Development
Promotions - Employees Number 3,968 6,000 3,076 51%
Transfers - Employees Number 7,842 14,000 6,994 50%
Bench Time
Average Time in Position - Employees Months 39 32 35 110%
Average Time in Position - Supervisors & Managers Months 19 24 23 94%
Average Time to Promotion - Employees Months 42 36 38 106%
Average Time to Promotion - Supervisors and Managers Months 16 24 20 83%
Average Time to Transfer - Employees Months 35 30 32 107%
Average Time to Transfer - Supervisors and Managers Months 23 24 24 100%
Note: End of Period Headcount
Employees Number 39,258 40,000 39,756
Supervisors & Managers Number 5,923 6,000 5,997
Department Heads and Officers Number 222 230 229
Total Number 45,403 46,230 45,982
For 2012

TDR Reports
41

The Reports 42
• Three levels of reports
» Summary Report (for CEO)
» Program Report (for CLO)
» Operations Report (for CLO)
» 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

Summary Report for Talent Acquisition
(Page 1)
2011
Impact of Talent Acquisition Initiatives Actual Plan Jun YTD % Plan Forecast
Increase Sales by 20%
Corporate Goal or Actual % 10% 20% 17% 85% 20%
Impact of Talent Acquisition Initiatives % NA 4% 2% 50% 4%
Total hires: 3 managers and 10 reps Number 0 13 11 85% 13
Increase Leadership Score by 5 points to 70%
Corporate Goal or Actual Points 0 pts 5 pts 3 pts 60% 4 pts
Impact of Talent Acquisition Initiatives Points NA 1 pt .6 pt 60% 1 pt
Total hires: 2 VPs, 5 DHs, 25 Managers Number 6 32 29 91% 32
Increase Engagement Score by 3 Points to 75%
Corporate Goal or Actual Points 1 pt 3 pts 1.9 pts 63% 3 pts
Impact of Talent Acquisition Initiatives Points 0 pts .5 pt .3 pt 60% .5 pt
Total hires: 2 VPs, 5 DHs, 25 Managers Number 6 32 29 91% 32
Increase Diversity Index by 4 Points to 50%
Corporate Goal or Actual Points 1.1 pts 4 pts 2 pts 50% 4 pts
Impact of Talent Acquisition Initiatives Points NA 3 pts 1.5 pts 50% 3 pts
Total hires: 2 VPs, 5 DHs, 25 Managers, 1 RE, 250 Associates Number 153 282 265 94% 280
Talent Acquisition
Sample Executive Summary Report (Quantitative) for the Private Sector
Results Through June
For 2012

Summary Report for Talent Acquisition
(Page 2)
2011
Actual Plan Jun YTD % Plan Forecast
Effectiveness
Quality of Hire Index % 56% 70% 67% 95% 70%
Supervisor New Hire Satisfaction Rating % 68% 80% 78% 98% 80%
Average Performance Ratings of New Hires % 51% 70% 72% 103% 75%
Percentage of New Hires Promoted within 1 year % 35% 50% 42% 84% 46%
New Hire Employee Engagement % 68% 80% 74% 93% 78%
Hiring Process Effectiveness Index % 70% 83% 77% 93% 80%
New Hire Recruiting Satisfaction Rating % 77% 85% 81% 95% 83%
Hiring Manager Hiring Process Satisfaction % 71% 80% 73% 91% 76%
Percentage of New Hires Retained after 1 Year % 83% 90% 86% 96% 88%
Percentage of Planned Positions Filled On Time % 49% 75% 68% 91% 72%
%
Efficiency
Total Hires Number 195 370 313 85% 390
Internal Hires Number 34 50 32 64% 55
External Hires Number 161 320 281 88% 335
External Offer Acceptance Rate % 60% 70% 63% 90% 67%
Total Hiring Cost Million $ $5.6 $7.3 $6.1 83% $7.0
Internal Hiring Cost Million $ $0.4 $0.3 $0.3 87% $0.3
External Hiring Cost Million $ $5.2 $7.0 $5.8 83% $6.7
Cost per Hire Thousand $ $28.7 $19.7 $19.4 98% $17.9
Internal Cost per Hire Thousand $ $11.8 $6.0 $8.1 135% $5.5
External Cost per Hire Thousand $ $32.3 $21.9 $20.6 94% $20.0
Time to Start Days 146 123 138 113% 131
Internal Time to Start Days 85 75 79 105% 77
External Time to Start Days 159 130 145 112% 140
Cost Reduction (internal to Talent Acquisition) Thousand $ $63 $295 $168 57% $325
For 2012

45
Program Report for L&D (page 1)
Program Goals
Enterprise Goal Process Impact Level 1
# Measure Value Owner (at 70%) Metric Value Employee Sponsor Level 2 Level 3
Safety 1 Injuries -20% Swilthe -14%
Deliver Phase 1 Courses Unique Participants 3,000 80% 90% 90% 65%
Total Participants 6,000
Develop Phase 2 Courses Compl by 5/30 6 90%
Deliver Phase 2 Courses Unique Participants 1,000 80% 90% 90% 70%
Develop Phase 3 Courses Compl by 9/30 3 90%
Deliver Phase 3 Courses Unique Participants 500 80% 90% 90% 70%
Develop Phase 4 Courses 70% Compl by 12/31 2 90%
Total ==== ==== ==== ==== ====
Courses Developed 11 80% 90% 90% 68%
Unique Participants 4,500
Cost Thousand $$1,350
Net Benefits Thousand $ $532
Sample Executive Program Report
For a Safety Initiative

46
Program Report for L&D (page 2)
June Year-To-Date Results
Enterprise Program Performance Current Forecast
Versus Versus Impact % of Level 1 % of
Measure YTD '10 Jun '10 (at 70% Metric Value Plan Employee Sponsor Level 2 Level 3 Value Plan
Safety Injuries -15% -18% -10.5% -20%,-14% 100%
Deliver Phase 1 Courses Unique Participants 2,800 93% 85% 88% 95% 62% 3,200 107%
Total Participants 5,542 92% n=1872 n=3845 n=270 6,300 105%
Develop Phase 2 Courses Compl by 5/30 6 100% 90% 7 117%
Deliver Phase 2 Courses Unique Participants 100 10% 80% 90% 92% 69% 1,100 110%
Total Participants 284 9% n=39 n=98 n=23 3,200 107%
Develop Phase 3 Courses Compl by 9/30 1 33% 3 100%
Deliver Phase 3 Courses Unique Participants 0 0% 450 90%
Total Participants 0 0% 1,800 90%
Develop Phase 4 Courses 70% Compl by 12/31 0 0% 60% 1 50%
Total ==== ==== ==== ==== ==== ==== ==== ====
Courses Developed 7 64% 83% 82% 94% 66% 11 100%
Unique Participants 2,900 64% 4,750 106%
Total Participants 5,826 53% 11,300 103%
Cost Thousand $ $995 74% $1,300 96%
Net Benefits Thousand $ $282 53% $550 103%

47
Operations Report for Leadership Dev.
2011
Actual Plan Jun YTD % Plan Forecast
Participants
New leadership program for managers Number NA 500 376 75% 525
Revised leadership program for supervisors Number 501 2500 1892 76% 2600
New high potential program Number 23 50 25 50% 50
Coaching program Number 19 40 33 83% 50
Total number of leaders participating Number 543 3090 2326 75% 3225
Succession Planning
Percentage of Defined Positions with an Identified Successor % 83% 100% 94% 94% 97%
Percentage of Defined Positions Filled Internally % 82% 90% 85% 94% 88%
Organization
Percentage of Managers without Direct Reports % 4% 2% 2% 100% 2%
Span of Control - Managers Number of Reports 7.1 8.0 7.4 93% 7.7
Span of Control - Supervisors Number of Reports 5.6 7.0 5.9 84% 6.3
Tenure
Average Management Tenure Years 15.3 16.0 15.5 97% 15.8
For 2012

Conclusion
48

TDR Designed to Meet The Reporting
Need for Human Capital
• Simple, consistent approach to reporting
» Use standard definitions to extract and convert data into
three types of measures
- Outcome, effectiveness, and efficiency
» Create three standard statements with these measures
- Outcome, Effectiveness, and Efficiency
» Create three types of customized reports from these
statements
- Summary, Program (Initiative), and Operations
49

TDRp Designed to Meet the Need
• Over 500 measures currently included in the library of
measures
» Includes outcome, effectiveness, and efficiency measures
» More than 100 each for talent acquisition and total rewards
» Short definition and formula for each
• Sources of measures
» SHRM, Jac Fitz-enz, Jeff Higgins, Cascio and Boudreau
• Library will serve as a clearinghouse
» First place to look. References provided
» Identical and similar measures noted
50

The Center for Talent Reporting:
The Home of TDRp
• Established October 2012
» Not-for-profit, 501c(6) organization (used for trade associations)
• Funded by sponsors and members (individual membership is $299)
• Governed by nine-member Board of Directors
» Including a Standards Committee to provide continued guidance on
standards and reporting and an Advisory Council
• Mission
» Develop and implement reporting standards for human capital
» Business model: Others to provide consulting and products
51

52
Sponsors
We want to thank the following sponsors for their support
of the Center for Talent Reporting.
FOUNDING ORGANIZATION
SILVER SPONSORS
BRONZE SPONSORS
5/9/2013

Plans for 2013 53
• SHRM will establish a taskforce to
consider recommending TDRp as a
SHRM/ANSI standard
• Two-day workshops will be offered
» Feb 14-14: Denver
» Mar 26-27: Irvine, CA
» Jun 6-7: Alexandria, VA
» Oct 15-16: Atlanta
• Monthly Webinars
» Introduction to TDRp
» Critical Success Factors
» Implementation Guidance (members
only)
• Certification
» Individuals
» Vendors providing software
products employing TDRp
• Accreditation
» Organizations implementing
TDRp
» Consultancies providing services
• First TDRp users conference
planned for October 17 in
Atlanta
5/9/2013

Learn More about TDRP and the
Center
• Learn more and get implementation guidance at
www.CenterforTalentReporting.org
» Introduction to TDRp whitepaper
» Over 500 measures
» More than 60 sample statements and reports
» Guidance on implementation
» Workshop and webinar registration
• Contact Dave Vance for more information:
DVance@CenterforTalentReporting.org
54

Appendix
55

The Outcome Statement 56
The Question The Answer
What is it? Depicts the key goals / desired outcomes (results) of
the organization along with the impact the initiatives
are expected to have on achieving those outcomes
Who is the audience? Senior HR Leaders
Why do it? The Business Outcome Statement depicts the value
of the learning organization to the business
What reports does it
feed?
• Quarterly Summary Report
• Monthly Program Report

The Effectiveness Statement 57
What is it? Focuses on how effectively or how well the business
outcomes are achieved.
Why do it? The effectiveness statement provides insight into
areas for continuous performance improvement of
learning programs
feed
• Monthly Program Report

The Efficiency Statement 58
What is it? Brings together all the activity and cost elements
necessary to judge how efficiently the outcomes were
achieved
Why do it? The efficiency statement helps ensure the learning
function is well managed and reaching the desired
audience
feed
• Monthly Operational Report

The Summary Report 59
What is it? This Summary Report contains the most significant
measures from the business outcome,
effectiveness and efficiency statements aggregated
at the highest level. This report would be generated
quarterly.
Who is the audience? Senior Organization Leaders & Senior HR Leaders
Why do it? The Summary Report provides a holistic view of the
overall impact, effectiveness and efficiency of the
learning organization
What statements feed it? • Outcome Statement

The Program Report 60
What is it? This Program Report highlights the
connections between programs/ initiatives, the
organizational goal, and the impacts on those
goals.
Who is the audience? Senior HR Leaders and Managers
Why do it? The Program Report enables HR Leaders to
manage programs and initiative
What statements feed it? • Outcome Statement

The Operations Report 61
What is it? This Operations Report include efficiency details on
the costs and activities of the HR function. This
report shows actuals and performance relative to
plan.
Who is the audience? Senior HR Leaders and Mangers
Why do it? The Operations Report enables HR Leaders to
manage the efficiency of the HR operation
What statements feed it? Efficiency Statement

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