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Critical Metrics for Talent Management in Reporting to Boards and Investors
The document outlines a webinar presentation by David Creelman on critical metrics for talent management related to reporting to boards and investors. It discusses the importance of integrating human capital metrics alongside financial reporting and provides recommendations for organizations on how to effectively communicate their human capital investments. Key points include stakeholder expectations, relevant metrics to track, and the need for concise storytelling that demonstrates the value of these investments.
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Critical Metrics for Talent Management in Reporting to Boards and Investors
- 1. Critical Metrics forTalent Management in Reporting to Boards and Investors The presentation will begin at the top of the hour. #TMwebinar A dial in number will not be provided. Listen to today’s webinar using your computer’s speakers or headphones.
- 2. #TMwebinar Speaker: DavidCreelman CEO Creelman Research Inc. Moderator: Connie Creelman Halogen
- 3. #TMwebinar Audio Control – A dial in number will not be provided. – Adjust the volume by sliding the indicator in the Media Player box to the left. – Also check your computer’s volume for external speakers or headsets.
- 4. #TMwebinar Question &Answer – Type in your question in the “Q&A” box to the left. – These queries are visible by the presenter ONLY. – Type your question in the space at the bottom. – Click “Send.”
- 5. #TMwebinar Twitter -Click“Post” in the Twitter widget. #TMwebinar @TalentMgtMag
- 6. #TMwebinar Speaker Bios Resources Media Player Q&A Slides Twitter Help Post Event Evaluation Share This
- 7. #TMwebinar 1. MayI receive a copy of the slides? YES! Click on the resource list located on the top left portion of your screen. 2. May I review the webinar recording at a later date? YES! You may log in again using today’s link to review the presentation on-demand.
- 8. Connie Costigan Directorof Marketing Communications Halogen #TMwebinar David Creelman CEO Creelman Research Inc.
- 9. © 2014 HalogenSoftware Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
- 10. Critical Metrics forTalent Management in Reporting to Boards and Investors Presented by: David Creelman CEO, Creelman Research “Smarter Annual Reports: How companies are integrating financial and human capital reporting” Laurie Bassi, David Creelman Andrew Lambert © 2014 Halogen Software. All rights reserved. All contents are confidential.
- 11. © 2014 HalogenSoftware. All rights reserved. All contents are confidential. Agenda 1. What’s happening in the world of reporting to investors and boards. 2. How it effects you. 3. What do to.
- 12. The (old) Worldof Annual Reports © 2014 Halogen Software. All rights reserved. All contents are confidential. Hey guys, what about human Hey guys, what about human capital? capital?
- 13. At Last theTide is Coming In © 2014 Halogen Software. All rights reserved. All contents are confidential.
- 14. Who’s Playing onOur Team Michael Bloomberg The Prince of Wales © 2014 Halogen Software. All rights reserved. All contents are confidential. Mary Schapiro Richard Branson
- 15. © 2014 HalogenSoftware. All rights reserved. All contents are confidential. What’s the Goal? • Beyond financial measures • Concise • Relevant • An integrated story
- 16. What Gets Reported? © 2014 Halogen Software. All rights reserved. All contents are confidential. Atlantia
- 17. © 2014 HalogenSoftware. All rights reserved. All contents are confidential. What Gets Reported
- 18. Many Human CapitalMetrics are Reported © 2014 Halogen Software. All rights reserved. All contents are confidential. • Diversity • By level • By ethnic group • By geography • Employee surveys • Engagement • “Proud of what we do” • “Passionate about customers” • Health and safety • Number of lost time injuries • Career mobility • # of internal promotions & transfers • Labor relations • % unionized • # of grievances • Recruiting • #of new hires, by gender, region.. • Reward • Average pay increase for managers…
- 19. How to DecideWhat to Report • Do stakeholders expect it? © 2014 Halogen Software. All rights reserved. All contents are confidential. • (e.g. Diversity) • Do we have the data? • (e.g. Investment in training) • Does it help tell our story of value creation? • (e.g. Leadership quality)
- 20. A Model toOrganize the Story © 2014 Halogen Software. All rights reserved. All contents are confidential.
- 21. The Best Wayto Start • Do something internal now, so you are ready to do something external when asked • Do something relevant, concise and easy for stakeholders to understand • Pick three strategic business initiatives then tell the story of how human capital investments support those initiatives • Make sure you have some metrics to support your story • Frame the “so what?” in terms of risk management • Later on, add in any other metrics stakeholders expect © 2014 Halogen Software. All rights reserved. All contents are confidential.
- 22. © 2014 HalogenSoftware. All rights reserved. All contents are confidential. For example… • Issue: Rapid growth in China • Human capital investment: New software to speed recruitment • Story: Explain what & why • Metrics: e.g. Number of hires, Time to fill (in China), Quality of hire (in China). • Risk: Insufficient recruitment would put revenue targets at risk
- 23. © 2014 HalogenSoftware. All rights reserved. All contents are confidential. The big metrics • Heath & Safety • Lost time due to injury • Fatalities • Skills • Investment in training • Hours of training / employee • Leadership • Relevant employee survey results • Alignment • Relevant employee survey results • Engagement • Engagement score • Talent pipeline • Depth of succession pool
- 24. Making it happenin real life Customized based on what you need to report Customized based on what you need to report © 2014 Halogen Software. All rights reserved. All contents are confidential. on: Diversity, Age, Gender, Geography, on: Diversity, Age, Gender, Geography, Unionization Unionization
- 25. Talent Management Toolsthat Support Reporting © 2014 Halogen Software. All rights reserved. All contents are confidential. Customized based on what you need to report Customized based on what you need to report on: Tenure, Career on: Tenure, Career Mobility Mobility
- 26. Strong Data FoundationGives Insight Across Talent Programs © 2014 Halogen Software. All rights reserved. All contents are confidential.
- 27. At-a-Glance: How isthe organization tracking against corporate objectives? © 2014 Halogen Software. All rights reserved. All contents are confidential.
- 28. At-a-Glance: Is Learning& Development Happening and Effective? © 2014 Halogen Software. All rights reserved. All contents are confidential.
- 29. Drill-down: Succession Pipeline © 2014 Halogen Software. All rights reserved. All contents are confidential.
- 30. What it Meansto You © 2014 Halogen Software. All rights reserved. All contents are confidential.
- 31. © 2014 HalogenSoftware. All rights reserved. All contents are confidential. Recommendations 1. Learn the basics and talk to leadership about “human capital reporting” in whatever context it will capture their interest 2. Pilot an HR report 3. Create a road map to build needed systems and processes 4. Ask to be involved
- 32. Please complete the webinar evaluation. #TMwebinar
- 33. #TMwebinar Leveraging Employee Assessments Friday, December 19, 2014 Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register for all upcoming Talent Management Webinars at www.talentmgt.com/webinars
Editor's Notes
- #14 Connie: which group should we be paying most attention to?
- #15 Connie: Why is the Prince of Wales involved?
- #16 Connie: Tell me more about the audience, boards, investors, C-suite that is interested in this
- #18 Maybe Connie you can say something about how easy/hard this is to do with modern software.
- #19 Connie: And you said this list is just the tip of the iceberg?
- #27 Examples: Succession Data Recruitment Data Salary Data Other available data – Where do we focus this years learning budget? How many development plans / learning units were assigned per competency?
- #28 Goal Alignment and Tracking