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1. May I receive a copy of the slides?
YES! Click on the resource list located on the top l...
Driving Performance at the Intersection of
Learning and Business
Unleashing the Power of
Analytics:
Page 8
Presenters
Tracy Cox
Director, Performance
Consulting,
Raytheon Professional Services
Sarah Kimmel,
VP of Research,...
Page 9
Seize the Moment
n  Evolution/challenges of Learning Analytics
– Analytics has a lot of “buzz” right now in busine...
Page 10
Research Methodology
n  N=467
n  Org size:
– Small (less than 1,000) 48%
– Mid-sized (1,000-5,000) 16%
– Large (...
Page 11
WHAT IS LEARNING
ANALYTICS?
Page 12
Learning Analytics Definition
n  Definition: Aristotle or Plato?
n  Learning analytics is a data-driven approach...
Page 13
Half of all organizations are using HR and
business data in their learning analytics.
71%
54%
48%
11%
0% 20% 40% 6...
Page 14
At present, analytics practices more
involved than internal reporting are rare
45%
18%
10%
7%
29%
25%
29%
14%
0% 2...
Page 15
Organizations are the most likely to be using the kinds of
analytics that are less likely to produce effective act...
Page 16
60%
59%
47%
45%
39%
30%
29%
22%
18%
34%
41%
37%
30%
32%
23%
24%
27%
31%
0% 10% 20% 30% 40% 50% 60% 70%
To discover...
Page 17
DOES YOUR LEARNING ORGANIZATION PLAN TO INCREASE ITS
LEARNING ANALYTICS CAPABILITIES IN THE NEXT TWO YEARS?
YES
NO...
Page 18
Analytics capability and use of analytics
software will grow quickly in the next 2 years
80%
20%
8 in 10 Organizat...
Page 19
Lack of integration and skills in effectively
using analytics are the primary roadblocks
50%
48%
42%
36%
34%
25%
2...
Page 20
HOW SUCCESSFUL HAVE YOU BEEN AT USING ANALYTICS
EFFECTIVELY IN YOUR L&D ORGANIZATION?
HIGHLY SUCCESSFUL
MODERATELY...
Page 21
How successful does L&D think it is at using
analytics?
8%
24%
34%
22%
12%
0% 10% 20% 30% 40%
Highly successful
Mo...
Page 22
WHAT DOES IMPACTFUL
LEARNING ANALYTICS LOOK
LIKE?
Page 23
Analytics Vanguard more likely to have an analytics
function, and more likely to have it attached to Corporate Str...
Page 24
Vanguard use more sources of data and more
business data for analytics
71%
54%
48%
11%
85%
72%
54%
3%
0% 20% 40% 6...
Page 25
Vanguard significantly more likely to use more
analytics practices- and go past reporting
45%
18%
10%
7%
73%
41%
2...
Page 26
Vanguard organizations have an 18%
higher success rate with using internal reports
67%
45%
40%
25%
93%
75%
70%
51%...
Page 27
Vanguard use analytics for more purposes,
and use it to problem solve for L&D
41%
37%
34%
32%
31%
30%
27%
24%
23%
...
Page 28
Vanguard leaders at all levels are more
likely to request learning analytics data
45%
41%
42%
24%
25%
17%
11%
72%
...
Page 29
Vanguard organizations are more likely to
package results for easy consumption
53%
51%
35%
29%
22%
18%
10%
65%
61%...
Page 30
Vanguard organizations are more likely to have
increased business value on the harder business metrics
50%
36%
41%...
Page 31
Vanguard organizations are less likely to
experience roadblocks with skills and buy-in
50%
48%
42%
36%
34%
25%
23%...
Page 32
Vanguard organizations are less likely to have a
manual process and more likely to have an integrated system
36%
3...
Page 33
Desired capabilities in a learning
analytics platform
91%
64%
59%
56%
54%
53%
50%
44%
33%
87%
60%
55%
56%
56%
55%
...
Page 34
Vanguard organizations are more likely to
increase analytics capability and software use
85%
15%
Analytics Vanguar...
Page 35
SUCCESSFUL STRATEGIES
Page 36
Sources of Data Matter:
The LMS does not stand alone
n  Analytics Vanguard are using more sources of data. Highly...
Page 37
Metrics Matter: More is More
n  Analytics Vanguard are tracking more KPIs.
– They use every metric related to lea...
Page 38
Report more often, and further down the
chain of command
n  Analytics Vanguard are delivering reporting on analyt...
Page 39
Drive Business Value
n  Analytics Vanguard are dramatically more likely to use
analytics to drive business value....
Driving Performance at the Intersection of
Learning and Business
Unleashing the Power of
Performance Analytics:
#CLOwebinar
	
   	
  
	
  	
  
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Unleashing the Power of Analytics: Driving Performance at the Intersection of Learning and Business

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Performance analytics is a data-driven approach used to optimize how organizations manage and deploy learning and development that supports execution of business strategy. How are learning organizations today using data? How do they define and determine relevant analytics? Is there a critical shortage of analytics skills in the learning function? What outcomes are organizations realizing from their efforts when deploying performance analytics to drive learning and development (L&D)? Finally, how do we link learning analytics and business analytics to produce performance data that really deliver results?

In this session, we will share the results of a proprietary research conducted with hundreds of CLOs , in partnership with Human Capital Media, that delved into these questions… and more. We will shed light on best practices being employed and the challenges for learning leaders.

Learning Objectives:

Identify best practices and gaps in the adoption of analytics by learning organizations
Understand the difference and impact of learning analytics vs Performance analytics
Examine how analytics can transform strategy and outcomes for the learning function

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Unleashing the Power of Analytics: Driving Performance at the Intersection of Learning and Business

  1. 1. #CLOwebinar The presentation will begin at the top of the hour. A dial in number will not be provided. Listen to today’s webinar using your computer’s speakers or headphones. Unleashing the Power of Analytics: Driving Performance at the Intersection of Learning and Business
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  7. 7. Driving Performance at the Intersection of Learning and Business Unleashing the Power of Analytics:
  8. 8. Page 8 Presenters Tracy Cox Director, Performance Consulting, Raytheon Professional Services Sarah Kimmel, VP of Research, Chief Learning Officer magazine
  9. 9. Page 9 Seize the Moment n  Evolution/challenges of Learning Analytics – Analytics has a lot of “buzz” right now in business but what is it really? – In many organizations L&D continues to struggle to have a seat at the table. But some organizations are ahead of the game here. What are they doing differently? – It’s not just about making the business case for learning anymore- in some organizations, analytics has made it possible to problem solve, choose between learning investments, and maximize the impact of L&D. Analytics presents the opportunity to not just prove the value of learning to the business, but substantially contribute to creating business value.
  10. 10. Page 10 Research Methodology n  N=467 n  Org size: – Small (less than 1,000) 48% – Mid-sized (1,000-5,000) 16% – Large (more than 5,000) 36% n  Workforce distribution: –  28% are domestic organizations located in one region –  28% are domestic organizations with several regional locations. –  12% are multinational organizations –  32% are global organizations n  65% are CLOs and senior HR and Learning Executives or C-suite. An additional 16% are business unit, learning and HR managers. n  Research conducted by survey in August 2015 to CLO subscribers.
  11. 11. Page 11 WHAT IS LEARNING ANALYTICS?
  12. 12. Page 12 Learning Analytics Definition n  Definition: Aristotle or Plato? n  Learning analytics is a data-driven approach used to optimize how organizations manage and deploy learning and development that supports execution of their business strategy. Examples may include: –  Analyzing Learning Management System (LMS) data to identify gaps, trends or patterns over time. –  Using HR/Talent Management data analytics to investigate the relationship between employee learning, job performance, business outcome, and financial impact. –  Using data analytics to identify the gaps in the current L&D system and prioritizing areas for improvement. –  Comparing employee learning data or outcomes across different workforce segments. –  Measuring the effectiveness of L&D and the return on learning investments. –  Predicting the impact of alternative learning practices by extrapolating from historical data.
  13. 13. Page 13 Half of all organizations are using HR and business data in their learning analytics. 71% 54% 48% 11% 0% 20% 40% 60% 80% Learning analytics (i.e. course and curriculum completions, certification level) Performance analytics (i.e. business KPIs [descriptive, diagnostics or predictive]) HR or talent management analytics (i.e. attrition, loyalty, education level) None of the above Sources of Data used by L&D
  14. 14. Page 14 At present, analytics practices more involved than internal reporting are rare 45% 18% 10% 7% 29% 25% 29% 14% 0% 20% 40% 60% 80% Internal reports or analytics (e.g., hours of training completed, satisfaction with training) Workforce segmentation (e.g., learning data comparisons among groups of employees by business External benchmarking (e.g., data comparisons of common metrics and rankings) Predictive modeling (e.g., using statistical analysis to project the outcome of various L&D actions) Types of Analytics used by L&D Often Sometimes
  15. 15. Page 15 Organizations are the most likely to be using the kinds of analytics that are less likely to produce effective action 23% 11% 8% 6% 44% 33% 32% 19% 34% 55% 60% 75% 0% 20% 40% 60% 80% 100% Internal reports or analytics (e.g., hours of training completed, satisfaction with training) Workforce segmentation (e.g., learning data comparisons among groups of employees by business unit, location, function or job roles) External benchmarking (e.g., data comparisons of common metrics and rankings) Predictive modeling (e.g., using statistical analysis to project the outcome of various L&D actions) Effective Action Taken on Analytics Very Effective Somewhat effective Not effective Relative Success Rate: 51% 61% 80% 86%
  16. 16. Page 16 60% 59% 47% 45% 39% 30% 29% 22% 18% 34% 41% 37% 30% 32% 23% 24% 27% 31% 0% 10% 20% 30% 40% 50% 60% 70% To discover and leverage factors that increase productivity/business performance To better equip employees with the skills/knowledge they need to support the business To make data-driven decisions on learning investments To better inform learning and development efforts on the key factors of employee performance To support long-term learning strategy for the organization To problem solve for critical business issues related to learning and development To better inform decisions on succession planning and leadership development To mitigate legal and compliance risk To provide ongoing reporting of learning trends to leadership Motivations and Use Cases Top 3 Motivation Used in the past year Strategic outcomes, not compliance are the primary motivations for using analytics
  17. 17. Page 17 DOES YOUR LEARNING ORGANIZATION PLAN TO INCREASE ITS LEARNING ANALYTICS CAPABILITIES IN THE NEXT TWO YEARS? YES NO Poll Question
  18. 18. Page 18 Analytics capability and use of analytics software will grow quickly in the next 2 years 80% 20% 8 in 10 Organizations plan to increase their learning analytics capability over the next 2 years Yes No 17% 33% 50% Half of all organizations will be using learning analytics software in the next two years Currently Use Yes No
  19. 19. Page 19 Lack of integration and skills in effectively using analytics are the primary roadblocks 50% 48% 42% 36% 34% 25% 23% 22% 16% 14% 8% 0% 10% 20% 30% 40% 50% 60% 70% Lack of analytics skills within the learning team Lack of integration among various data systems Lack of budget for analytics software/projects Lack of management experience in effectively using analytics data Data not collected Lack of buy-in from senior leadership about the value Difficulty explaining the results/data/value of learning analytics Difficulty getting consensus across the organization on how to structure the data Don’t know where to start Difficulty hiring and retaining skilled and experienced learning analysts Concerns about data security Roadblocks to increasing use of Analytics
  20. 20. Page 20 HOW SUCCESSFUL HAVE YOU BEEN AT USING ANALYTICS EFFECTIVELY IN YOUR L&D ORGANIZATION? HIGHLY SUCCESSFUL MODERATELY SUCCESSFUL SLIGHTLY SUCCESSFUL NOT AT ALL SUCCESSFUL NOT APPLICABLE Poll Question
  21. 21. Page 21 How successful does L&D think it is at using analytics? 8% 24% 34% 22% 12% 0% 10% 20% 30% 40% Highly successful Moderately successful Slightly successful Not at all successful Not applicable Top 32%: Analytics Vanguard
  22. 22. Page 22 WHAT DOES IMPACTFUL LEARNING ANALYTICS LOOK LIKE?
  23. 23. Page 23 Analytics Vanguard more likely to have an analytics function, and more likely to have it attached to Corporate Strategy 47% 29% 17% 16% 7% 3% 0% 20% 40% 60% Part of HR Do not have Part of Corporate Strategy Decentralized Co-sourced Outsourced All Organizations 52% 5% 36% 21% 11% 6% 0% 20% 40% 60% Part of HR Do not have Part of Corporate Strategy Decentralized Co-sourced Outsourced Analytics Vanguard
  24. 24. Page 24 Vanguard use more sources of data and more business data for analytics 71% 54% 48% 11% 85% 72% 54% 3% 0% 20% 40% 60% 80% 100% Learning analytics (i.e. course and curriculum completions, certification level) Performance analytics (i.e. business KPIs [descriptive, diagnostics or predictive]) HR or talent management analytics (i.e. attrition, loyalty, education level) None of the above Data Sources Used by L&D All Organizations Analytics Vanguard
  25. 25. Page 25 Vanguard significantly more likely to use more analytics practices- and go past reporting 45% 18% 10% 7% 73% 41% 22% 16% 0% 20% 40% 60% 80% Internal reports or analytics (e.g., hours of training completed, satisfaction with training) Workforce segmentation (e.g., learning data comparisons among groups of employees by business External benchmarking (e.g., data comparisons of common metrics and rankings) Predictive modeling (e.g., using statistical analysis to project the outcome of various L&D actions) Types of Analytics used often by L&D All organizations Analytics Vanguard
  26. 26. Page 26 Vanguard organizations have an 18% higher success rate with using internal reports 67% 45% 40% 25% 93% 75% 70% 51% 0% 20% 40% 60% 80% 100% Internal reports or analytics (e.g., hours of training completed, satisfaction with training) Workforce segmentation (e.g., learning data comparisons among groups of employees by business External benchmarking (e.g., data comparisons of common metrics and rankings) Predictive modeling (e.g., using statistical analysis to project the outcome of various L&D actions) Effective action taken on analytics All Organizations Analytics Vanguard Relative Success Rate: 69% 72% 83% 100%
  27. 27. Page 27 Vanguard use analytics for more purposes, and use it to problem solve for L&D 41% 37% 34% 32% 31% 30% 27% 24% 23% 64% 57% 56% 53% 43% 52% 29% 35% 41% 0% 25% 50% 75% To better equip employees with the skills/knowledge they need to support the business To make data-driven decisions on learning investments To discover and leverage factors that increase productivity/ business performance To support long-term learning strategy for the organization To provide ongoing reporting of learning trends to leadership To better inform learning and development efforts on the key factors of employee performance To mitigate legal and compliance risk To better inform decisions on succession planning and leadership development To problem solve for critical business issues related to learning and development Use Cases All Organizations Analytics Vanguard
  28. 28. Page 28 Vanguard leaders at all levels are more likely to request learning analytics data 45% 41% 42% 24% 25% 17% 11% 72% 69% 64% 45% 43% 34% 22% 0% 20% 40% 60% 80% Divisional business leaders C-Suite/Senior executives Line managers Business analysts Finance leaders Board of Directors Legal advisors Groups requesting learning analytics quarterly or more All Organizations Analytics Vanguard
  29. 29. Page 29 Vanguard organizations are more likely to package results for easy consumption 53% 51% 35% 29% 22% 18% 10% 65% 61% 52% 32% 30% 25% 4% 0% 20% 40% 60% 80% Written report In-person presentation Dashboard Available by request or on intranet when needed Scheduled email communications (i.e. monthly or quarterly email newsletter) Custom reporting/consultation work due to strategic nature Results are not communicated to leadership How analytics are communicated All Organizations Analytics Vanguard
  30. 30. Page 30 Vanguard organizations are more likely to have increased business value on the harder business metrics 50% 36% 41% 31% 36% 31% 18% 20% 11% 69% 55% 52% 50% 47% 45% 31% 30% 13% 0% 20% 40% 60% 80% Increased skills/capabilities in the workforce Increased productivity Increased employee engagement Increased quality of product/service Increased credibility of the learning function with business leaders Increased efficiencies in business processes Increased revenue Increased employee retention Decreased legal costs and compliance fees Business Outcomes from Learning Analytics All Organizations Analytics Vanguard
  31. 31. Page 31 Vanguard organizations are less likely to experience roadblocks with skills and buy-in 50% 48% 42% 36% 34% 25% 23% 22% 16% 14% 8% 36% 45% 36% 25% 18% 12% 20% 20% 4% 18% 10% 0% 20% 40% 60% Lack of analytics skills within the learning team Lack of integration among various data systems Lack of budget for analytics software/projects Lack of management experience in effectively using analytics data Data not collected Lack of buy-in from senior leadership about the value Difficulty explaining the results/data/value of learning analytics Difficulty getting consensus across the organization on how to structure the data Don’t know where to start Difficulty hiring and retaining skilled and experienced learning analysts Concerns about data security Roadblocks All Organizations Analytics Vanguard
  32. 32. Page 32 Vanguard organizations are less likely to have a manual process and more likely to have an integrated system 36% 32% 14% 10% 8% 17% 39% 12% 22% 10% 0% 20% 40% 60% 80% It's a manual process In-house systems for different functions (not integrated) Commercial systems for different functions (not integrated) In house system (integrated) Commercial system (integrated) Technology used to aggregate data All Organizations Analytics Vanguard
  33. 33. Page 33 Desired capabilities in a learning analytics platform 91% 64% 59% 56% 54% 53% 50% 44% 33% 87% 60% 55% 56% 56% 55% 56% 47% 34% 0% 20% 40% 60% 80% 100% Reporting Benchmarking Trending Forecasting Connecting with operations data Correlation analysis Visualization Flexible reporting Mobile-enabled All Organizations Analytics Vanguard
  34. 34. Page 34 Vanguard organizations are more likely to increase analytics capability and software use 85% 15% Analytics Vanguard are even more likely to increase their learning analytics capability over the next 2 years Yes No 33% 32% 36% The number of Analytics Vanguard using analytics software will double in the next two years. Currently Use Yes No
  35. 35. Page 35 SUCCESSFUL STRATEGIES
  36. 36. Page 36 Sources of Data Matter: The LMS does not stand alone n  Analytics Vanguard are using more sources of data. Highly successful organizations are nearly 5% more likely to use HR data, nearly 15% more likely to use learning data and nearly 20% more likely to use performance data than the average. n  Reporting capability does not ensure the success of learning analytics. To problem solve for pressing issues related to learning Vanguard organizations are using workforce segmentation, external benchmarking and predictive analytics more than the average.
  37. 37. Page 37 Metrics Matter: More is More n  Analytics Vanguard are tracking more KPIs. – They use every metric related to learning impact, learning efficiency and business impact more than the average.
  38. 38. Page 38 Report more often, and further down the chain of command n  Analytics Vanguard are delivering reporting on analytics more often, and to employees at lower levels. In fact, among our successful organizations, their line managers are requesting learning analytics data almost as often as their divisional business leaders. – 64% of Analytics Vanguard say their line managers are requesting learning analytics data quarterly or more compared to 42% of all organizations. n  Enabling business leaders to understand how to best use analytics to drive value is of critical importance. – 36% of all organizations say that lack of management experience in effectively using analytics is a roadblock. This is only 25% among the Analytics Vanguard.
  39. 39. Page 39 Drive Business Value n  Analytics Vanguard are dramatically more likely to use analytics to drive business value. And the greatest differences are with the harder business measures. – 19% more likely to experience increased productivity – 19% more likely to have increased skills/capabilities in the workforce – 19% more likely to have increased quality in products/services – 14% more likely to have increased efficiencies in business processes – 13% more likely to have increased revenues – 11% more likely to have increased employee engagement – 11% more likely to have increased credibility of the learning function with business leaders – 10% more likely to have increased employee retention.
  40. 40. Driving Performance at the Intersection of Learning and Business Unleashing the Power of Performance Analytics:
  41. 41. #CLOwebinar         Please complete the webinar evaluation.
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