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Performance-Driven Learning:               Closing the LoopYou can listen to today’s webinar using your computer’s speaker...
Performance-Driven Learning:      Closing the LoopSpeaker:     Stephan Millard             Director of Product Marketing  ...
Tools You Can Use• Q&A – Click on the Q&A panel (?)   in the bottom right corner – Type in your question in the   space pr...
Tools You Can Use• Polling  – The poll will appear on the    right side of your screen  – Select the best option for    ea...
Frequently Asked QuestionsWill I receive a copy of the webinar recording?                               YES       Will I r...
Performance-Driven Learning:      Closing the Loop               Mike Prokopeak               Vice President, Editorial Di...
Performance DrivenLearning: Closing theLoopPresented By:      Stephan Millard      Director of Product Marketing
Agenda                                     Process of                                     Performance Driven              ...
Process of Performance Driven Learning                                     Process of                                     ...
Bersin: Talent Management Maturity Model                                                                    Level 4: Busin...
Higher Degree of Maturity = Better ResultsPage 10 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
Effectively Integrating Talent Management is    positively correlated with Market Performance    Please state the extent t...
What Do Market Leaders Include in Talent Management?                                                         Institute for...
Aligning Learning & Performance Processes                                                                                 ...
Polling Question      ■     Are your learning and performance systems integrated?              ■   No, they are separate  ...
How to Align Technology to be Successful                                     Process of                                   ...
Aligning Technology: Learning & Performance          Develop                                         Create Unified   Deve...
Aligning Technology: Learning & Performance                         Talent Portal                        Employee Tasks   ...
How Linking Applications Gives Strategic Value          Integrated HRMS provides one                                      ...
Delivering a Single, Intuitive User Experience       Single unified portal where employees can see all performance       a...
Gap Analysis Drives Learning Activities                                                         •   Competency gap analysi...
Understanding the Metrics                                     Process of                                     Performance D...
You Cannot Manage What Do Not MeasurePage 22 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
Measuring Results: What are the Metrics / Analytics?                       • Workforce                                • Ef...
POLLING SLIDE      ■     What is Your Organization Measuring?              ■   Training Metrics Only (e.g. attendance, com...
Intelligence Through Analytics                              Now and PastCompetetive Advantages                          St...
Analytics Tools of the Trade       External applications         • Spreadmarts - heavily siloed Microsoft Excel workbooks ...
Challenges with Analytic Tools Landscape      ■ Off the Shelf Analytics Technology:        • Need to manage separate role ...
Strategic Workforce Analytics                                                                               ■   Most compr...
Analytics: What is Being Tracked Today                                    Talent Metrics Tracked                          ...
Where to Get Success Metrics?Page 30 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
Implementation & Easy Steps to Start                                     Process of                                     Pe...
Where Do You Start? Best Practices in Phased Integration Rollouts     Don’t start with a process that is working!         ...
Where do you start? Best practices in phased integration rollouts      ■     Focus on process before technology           ...
Implementing Performance Driven LearningCentralizedData• HR data                             Goals / Revenue• Key org.    ...
Steps to Getting Started Now      ■     Focus: Current year business goals & group to focus on      ■     Pick Competencie...
Performance Based Learning: Calculating Return on Investment     Calculate Benefit Gained     • Reduced time to complete p...
SumTotal Strategic HCM Solution Empowering Customers to Become Stronger Strategic Business Partners                       ...
Long Lasting Customer Relationships                   Broader Offerings, Improved Operations, High Customer Retention     ...
Most Advanced - Recognized as Leader by Analysts                                   6+ Years in the Leader’s Quadrant (Gart...
Free Learning & Performance Resources Visit us at www.sumtotalsystems.comWhitepapers■5 Ways to Improve Learning with Perfo...
Questions & Answers      Stephan Millard      Director of Product Marketing      SumTotal Systems                         ...
Join Our Next CLO Webinar    Developing Resilience- Leading Talent             in the 21st Century               Thursday,...
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Performance-Driven Learning: Closing the Loop

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Creating a high-performance culture — as learning and talent management professionals, this is something we hear about often. But how to do it? Join this webinar to learn how you can get the most out of an integrated human capital management system by connecting performance and learning to create a high-performance culture.

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Performance-Driven Learning: Closing the Loop

  1. 1. Performance-Driven Learning: Closing the LoopYou can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference. If you would like to join the teleconference, please dial 1.408.600.3600 and enter access code 924 151 376 # You will be on hold until the seminar begins. #CLOwebinar
  2. 2. Performance-Driven Learning: Closing the LoopSpeaker: Stephan Millard Director of Product Marketing SumTotal SystemsModerator: Mike Prokopeak Vice President, Editorial Director Chief Learning Officer magazine #CLOwebinar
  3. 3. Tools You Can Use• Q&A – Click on the Q&A panel (?) in the bottom right corner – Type in your question in the space provided – Click on “Send.” #CLOwebinar
  4. 4. Tools You Can Use• Polling – The poll will appear on the right side of your screen – Select the best option for each question – Click on “Submit” #CLOwebinar
  5. 5. Frequently Asked QuestionsWill I receive a copy of the webinar recording? YES Will I receive a copy of the slides? YES Please allow up to 2 business days to receive these materials #CLOwebinar
  6. 6. Performance-Driven Learning: Closing the Loop Mike Prokopeak Vice President, Editorial Director Chief Learning Officer magazine #CLOwebinar
  7. 7. Performance DrivenLearning: Closing theLoopPresented By: Stephan Millard Director of Product Marketing
  8. 8. Agenda Process of Performance Driven Learning How to Align Technology to be Successful Understanding The Metrics Implementation & Easy Steps to StartPage 7 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  9. 9. Process of Performance Driven Learning Process of Performance Driven Learning How to Align Technology to be Successful Understanding The Metrics Implementation & Easy Steps to StartPage 8 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  10. 10. Bersin: Talent Management 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. Level1: 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 9 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  11. 11. Higher Degree of Maturity = Better ResultsPage 10 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  12. 12. Effectively Integrating Talent Management is positively correlated with Market Performance Please state the extent to which you agree with the following statements: Correlation Percent indicating high or very high extent with MPIOur leaders see integrated talent mgt. 73.6% .21** as vital to organizational success 36.7% My organization has processes in 69.4% .20** place to align talent management to 33.3% business goals My organization’s processes and 65.3% .22** policies support integrated talent 23.3% managementMy organization effectively integrates 61.1% .23** the components of talent 20.0% managementMarket PerformanceIndicator Score (MPI) 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% Higher Performers Lower Performers **Correlations with Market Performance Index are all significant at p<.01 (2- tailed) Institute for Corporate Productivity (I4CP), 2011 Page 11 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  13. 13. What Do Market Leaders Include in Talent Management? Institute for Corporate Productivity (I4CP), 2011Page 12 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  14. 14. Aligning Learning & Performance Processes Goals cascaded Goal Alignment Performance goals linked to organizational goals Competencies used for job profilesPersonalized Performance Learning Evaluations Skill gaps identified Learning priorities based on performance goals & from identified skill and competency gaps Learning includes blended solutions Development Gap Analysis Personalized learning paths provide tailored Plans developmentPage 13 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  15. 15. Polling Question ■ Are your learning and performance systems integrated? ■ No, they are separate ■ Yes, they are two separate systems but there is some integration ■ Yes, they are the same platformPage 14 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  16. 16. How to Align Technology to be Successful Process of Performance Driven Learning How to Align Technology to be Successful Understanding The Metrics Implementation & Easy Steps to StartPage 15 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  17. 17. Aligning Technology: Learning & Performance Develop Create Unified Develop Target Competencies Performance & Learning Learning & Job Goals Process Activities Audiences DescriptionsPage 16 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  18. 18. Aligning Technology: Learning & Performance Talent Portal Employee Tasks ■ Create & align goals in performance Performance / Goals Goals Assessments ■ Assess gaps in performance & development Learning Management Audiences ■ Create audience rules to target activities correctly Activities Resources ■ Tie learning activities to job competencies & job Competency Job Descriptions Library descriptions for better Job Specific targeted Competencies Core Competencies Job Descriptions ■ Portal tasks portlet will show Leadership learning activities to complete CompetenciesPage 17 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  19. 19. How Linking Applications Gives Strategic Value Integrated HRMS provides one Integrated Workforce Analytics unified record with all info, for better reporting Single Record for all Learners Automatically push on- boarding & learning plans to Use learning new employeescompliance / completed Drive courses as data points Compensation Speed On- that can drive Incentives for Boarding compensation Learning Link learning plans to development goals for employees Learning Succession Based Management Link Learning to Learning DevelopmentLink learning activities to positions to succession plans for high-value employees Improve Social Improve Tie learning plans to career / Informal Talent paths employees wish to Learning Mobility pursue Facilitate dialogue with Forums for courses; use Wikis to push out pre-work; Blogs to share info Page 18 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  20. 20. Delivering a Single, Intuitive User Experience Single unified portal where employees can see all performance and learning information • Tasks organized by priority and type for user • All performance and development tasks one- click away • All LMS tasks and news available in widgets on pagePage 19 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  21. 21. Gap Analysis Drives Learning Activities • Competency gap analysis can be performed against current or future positions • Integrated list of learning and development suggested resourcesPage 20 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  22. 22. Understanding the Metrics Process of Performance Driven Learning How to Align Technology to be Successful Understanding the Metrics Implementation & Easy Steps to StartPage 21 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  23. 23. You Cannot Manage What Do Not MeasurePage 22 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  24. 24. Measuring Results: What are the Metrics / Analytics? • Workforce • Effect of • Kirkpatrick Level II - Training metrics Basic analytics Advanced analytics productivity training on key Scores org. • Kirkpatrick Level III – • Business-unit Competency specific competencies effectiveness • Effect of • Return on training on training performance investment • Goal achievement to test score avg.Page 23 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  25. 25. POLLING SLIDE ■ What is Your Organization Measuring? ■ Training Metrics Only (e.g. attendance, completion, course surveys) ■ Kirkpatrick Level Two & Three ■ Basic analytics (e.g. effect of training on performance, goal achievement to test scores) ■ Advanced analytics (e.g. Workforce productivity, return on training investment)Page 24 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  26. 26. Intelligence Through Analytics Now and PastCompetetive Advantages Standard Drill Down Statistical Predictive Reports (Through) Analysis Modeling Ad Hoc Alerts Forecasting Prescriptive Reports Modeling Future Degree of Intelligence Page 25 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  27. 27. Analytics Tools of the Trade External applications • Spreadmarts - heavily siloed Microsoft Excel workbooks • Business Intelligence vendors • Hardware / Software / Model Company business intelligence platform (ERP Analytics) • Data warehouse supporting business areas – such as finance Embedded reporting applications (HCM Analytics) • Existing reporting platform in your Talent Management or Learning Management PlatformPage 26 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  28. 28. Challenges with Analytic Tools Landscape ■ Off the Shelf Analytics Technology: • Need to manage separate role structure and security policies from talent applications • Requires separate extracts from talent systems and manual mapping/merging of data typically requiring IT resources • Inability to link back to talent applications for traceability and action • Navigate department/division silos in order to obtain HRMS, LMS, and business data ■ ERP Analytics Solution: • Need to manage separate role structure and security policies from talent and learning applications • Appending talent and HR analysis and data warehouse is still a large project because they don’t have it • Inability to link back to talent or learning applications for traceability and action • Relatively expensive component of implementation timeline to achieve integrated visionPage 27 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  29. 29. Strategic Workforce Analytics ■ Most comprehensive Strategic HCM-Talent Data warehouse ■ 200+ HCM interlinked business objects Talent/ Role Alerts across learning, performance, succession, Custom Based & compensation hiring and career Portal Dashboards Actions development ■ Rationalized data and security across these dimensions and processes Pre Built Key Performance Interactive & ■ Pre-built & Ad-hoc key performance Ad-hoc Indicators (KPIs) indicators for most industry needs Reporting ■ Pre-built role based dashboards and 50+ KPIs most critical to companies Integrated Strategic HCM - Talent Data Warehouse ■ Flexible and quick ad-hoc KPIs and reports to enable dynamic analysis ■ Strategic workforce analysis integrated Learning Performance Succession with external business data ■ Measure the impact of strategic HCM Career processes based on impact to any business Hiring Compensation Development drivers and data like financial, sales, customer satisfaction ■ Easy to add any external data source and create integrated reports ■ Actionable Intelligence for execution excellence 3rd Party systems - SAP, ■ Drill down into the detail transactional Legacy & Custom External Flat Files Oracle, PeopleSoft Data Warehouse Business Data (CSV, XLSX) information from any analysis ■ Drive closed loop execution and continuous improvement with integration transactional actions from reportsPage 28 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  30. 30. Analytics: What is Being Tracked Today Talent Metrics Tracked State of Global People Management 162% 111% 97% 76% 80% 84% 30% 40% 34% 57% 46% 22% 13% 17% 6% % Growth  Recruiting tracks the largest number of metrics  Today’s metrics are largely tactical  Strong growth in more impactful metricsPage 29 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  31. 31. Where to Get Success Metrics?Page 30 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  32. 32. Implementation & Easy Steps to Start Process of Performance Driven Learning How to Align Technology to be Successful Understanding The Metrics Implementation & Easy Steps to StartPage 31 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  33. 33. Where Do You Start? Best Practices in Phased Integration Rollouts Don’t start with a process that is working! Define metrics and Do not throw a module Select a process that is measure starting state out of consideration not working well and define success because you just finished criteria that process for this year • If you just finished performance appraisals, start entering goals in the new system that can be used as the basis for mid- year / next year appraisals Show quick integration wins! Focus on processes that Select an order so you can everyone uses for maximum quickly show the benefits of positive visibility rather than integration after the first few admin tools, succession modules planning, hiring, etc.) • Learning & Performance • (Performance/360 -> Learning)Page 32 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  34. 34. Where do you start? Best practices in phased integration rollouts ■ Focus on process before technology ■ Automating a poor process will just result in getting bad results quicker! ■ Often starting with a process that won’t require a cultural change can help establish that quick win. Real World Example; Mid-size manufacturing organization ■ Has been talking about revamping the Performance & Compensation process for years and planned on redoing the competency model at the same time. ■ Wound up spending over a year in the politics of revamping the way performance is measured rather than achieving a quick win over their biggest issue – differentiation in pay between high and low performers Another Example; Another manufacturing organization ■ Although getting agreement on job-specific competency models was a goal, the team decided first to focus on compensation ■ This addressed the issues of managers overspending their budget and forced conversations when managers wanted to pay above or below the guidelines ■ Quick wins were achieved because lengthy, committee-based decisions were not required just to move from Excel to an on-line spreadsheetPage 33 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  35. 35. Implementing Performance Driven LearningCentralizedData• HR data Goals / Revenue• Key org. • Establish rev. competencies related goals Performance• Job profiles • Establish • Establish key org. goals to track Performance LMS / Dev.• Talent profiles • Align individual • Align learning goals to development TM Analytics • Establish • Align individual • Create / import benchmarks competencies content • Create analytics Page 34 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL CONFIDENTIAL 34
  36. 36. Steps to Getting Started Now ■ Focus: Current year business goals & group to focus on ■ Pick Competencies: What are 2-3 key competencies that can improve success at goal ■ Performance Process: Get engaged in before / after performance scores for your target audience ■ Execute: Execute your learning program(s) ■ Measure: Look at before / after measures against performance / goal attainment to see success Don’t Boil The OceanPage 35 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  37. 37. Performance Based Learning: Calculating Return on Investment Calculate Benefit Gained • Reduced time to complete process • Improved productivity of a better skilled workforce • Equals total direct benefit Calculate Cost of Learning Program • Direct costs of course creation & delivery • Indirect costs of course (lost time) • Equals total costs Return On Training Investment • Subtract cost from benefit = Total net benefit • Use business specific formula(s) for ROI *Use correlation to show relationship between training and resultPage 36 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  38. 38. SumTotal Strategic HCM Solution Empowering Customers to Become Stronger Strategic Business Partners ■ Providing Actionable Insight ■ Enabling End-to-End Integrated Business Processes ■ Driving Productive, Pervasive Access ■ Improving Time-to-Value and Reducing Cost of Ownership ■ Enabling collaborative solution development communityPage 37 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  39. 39. Long Lasting Customer Relationships Broader Offerings, Improved Operations, High Customer Retention SumTotal Worldwide Leader in Strategic HCMMarket Share (users) 3,500+ Customers Over 45+ Million End-Users Leader in SMB, Mid-Market & Enterprise Solutions Global Scalability Page 38 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL March 5th, 2012
  40. 40. Most Advanced - Recognized as Leader by Analysts 6+ Years in the Leader’s Quadrant (Gartner CLS MQ) “SumTotal has established itself as the market share and mind share leader …” 2+ Years Rated “Visionary” (Gartner EPM MQ) “…well suited for global organizations … seeking best-in-class functionality” Global Market Share Leader for Learning (Bersin 2011 LMS Systems) “Highly configurable” … “Market leading Learning Management” … ”best-suited to large, global organizations.” 2+ Years Rated Highest Overall (Ventana Total Compensation) “The top ranked supplier based on the weighted factoring of five product and two customer assurance categories …” 4 + Years in the Leaders Section (Forrester Wave LM) “Forrester Wave for Enterprise Learning Suites” Leader in Every Section of Forrester Wave (2011 Forrester TM) “...among the leaders for integrated performance & compensation solutions” Highest Rated Overall (AMR Strategic HCM) “...the broadest and most mature application suite in the strategic HCM specialist space”Page 39 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  41. 41. Free Learning & Performance Resources Visit us at www.sumtotalsystems.comWhitepapers■5 Ways to Improve Learning with Performance Management■10 Things HR Can Do to Help Align an Organization’s Goals■Performance-Driven Learning: Putting the Horse Before the Cart toLead Organizational GrowthCustomer Success Stories■Howden (Manufacturing & Automotive)■NASCO (Healthcare)■Reliant Medical Group (Healthcare)■Sodexo (Services)Page 40 - July 11, 2012 – PROPRIETARY AND CONFIDENTIAL
  42. 42. Questions & Answers Stephan Millard Director of Product Marketing SumTotal Systems #CLOwebinar
  43. 43. Join Our Next CLO Webinar Developing Resilience- Leading Talent in the 21st Century Thursday, July 19, 2012CLO Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register at www.clomedia.com/eventsJoin the CLO Network: http://network.clomedia.com/ #CLOwebinar

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