Performance-based development and learning aims to improve business results by integrating learning, performance, and development processes. This allows organizations to measure the impact of learning on key metrics like goal achievement, competency development, and sales bookings. Successful integration requires linking goals, competencies, learning plans, and performance reviews within a single talent management system powered by analytics. Starting small by focusing on a few key metrics for a target group can demonstrate value without attempting to change everything at once.

1. Performance-Based Development and Learning: Closing the LoopThe audio will automatically stream through your computer speakers.To join the teleconference (optional), please dial:Toll Free: 1.866.469.3239Access Code: 664 758 312 #You will be listening to music until the webinar begins.#CLOwebinar

2. Performance-Based Development and Learning: Closing the LoopSpeaker:Stephan MillardDirector Product Marketing,SumTotal Systems, Inc. Moderator: Daniel Margolis, Managing Editor, Chief Learning Officer Magazine #CLOwebinar

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11. Performance-Based Development and Learning: Closing the LoopDaniel MargolisManaging EditorChief Learning Officer magazine#CLOwebinar

12. Performance-Based Development and Learning: Closing the LoopStephan MillardProduct Marketing DirectorSumTotal Systems, Inc

13. Today’s AgendaEVOLUTION OF LEARNING, PERFORMANCE AND DEVELOPMENT

14. RESULTS OF SUCCESSFUL PROCESS INTEGRATION

15. STRATEGIES & TACTICS: HOW TO IMPLEMENT TALENT-BASED LEARNING

16. “CLOSING THE LOOP” TO IMPROVE DECISION MAKING

17. WHAT TO DO NOW?

18. ABOUT SUMTOTALEvolution of Development, Performance, and Learning Delivering Greater ValuePerformance, Development and Learning are integrated Complete Talent InfrastructureMay Pass One or Two Pieces of Information AcrossLoosely Connected, Little Value Learning, Development and Performance are sillo’dSiloed HR ProcessesBetter PerformanceBetter AlignmentImproved ComplianceMeasureable ResultsValue & Business ImpactTime & Maturity of HR Practice

19. Ideal Process for Aligning Learning & Performance Goals cascaded

20. Performance goals linked to organizational goals

21. Competencies used for job profiles

22. 360 feedback to highlight gaps

23. Skill gaps identified

24. Learning priorities based on performance goals & from identified skill and competency gaps

25. Learning includes blended solutions

26. Systems enable SME’s to easily contribute content

27. Personalized learning paths provide tailored development7%Level 4: Strategic Talent ManagementFully integrated processes and systems used to makebusiness decisions; talent mgmt. is business-driven20%Level 3: Integrated Talent ManagementHeavy focus on connecting systems and processes; single person / teamresponsible for talent initiatives45%Level 2: Standardized Talent ProcessesTalent processes are consistent and tailorable, with some integration;several systems connected through manual processesBersin: Talent Management Maturity Model28%Level1: Siloed HR ProcessesIndividual HR processes or “silos”;may have systems in place but not connectedBersin & Associates, 2010As companies move up the maturity ladder, they have lower turnover, greater employee engagement and greater success in nearly every talent area.

28. Greater Maturity = Higher Return Rate

29. New Disciplines of High-Impact Learning & DevelopmentComparing the Top 10% of High-Performing L&D Organizations (n>1,000)Modern HighPerformanceLearning Organizationsare particularlystrong in: Knowledge Management

30. InformationArchitecture

31. BusinessAnalytics

32. Rich MediaNew Media