The document discusses planning human capital interventions with a focus on return on investment (ROI). It recommends starting by analyzing the presenting problem and identifying which business metrics are negatively affected. Data should be collected from various sources before and after the intervention. When planning the intervention, objectives and measures should be set with the end in mind by working backwards from the desired results. Various techniques for isolating the effects of the intervention are discussed, such as using control groups, estimating impact, and comparing performance to a trend line. Proper planning helps link the intervention to measurable business results and build the case for ROI.
Maximizing Your Return on Investment from HR Analytics.
Building a foundation – what data do you have to get key analytics?
Building insight – how do you get key insights that are most relevant for decision making?
Building a process – how do you ensure that your analytics can provide continual insight?
- Build & Establish a HR Analytics Center Of Excellence to Integrate HR & the Business
Get in Touch - Info@rollingarrays.com
>Schedule an HR Analysis Session: http://www.rollingarrays.com/schedule-free-hr-consultation/
With the increasing access to big data, organizations are finding new ways to utilize this information within their talent acquisition strategy. During this Spotlight Webinar, we’ll focus on HR analytics and how organizations are leveraging this data to strengthen their recruiting strategies when identifying talent.
During this spotlight webinar, learners will:
Identify how analytics play a role in forecasting the time required to identify and hire candidates
Determine how to leverage analytics to strengthen recruiting strategy
Learn how vendor partnerships can provide HR analytics that support workforce planning.
The world is fueled by data, and HR professionals everywhere are wondering how to leverage tons of people data for better insights to enhance individual and organizational performance.
HR analytics entails the use of tools (say, big data, predictive analytics) by HR in their recruiting, compensation, performance measurement, and retention efforts.
Through this presentation, you will get an introduction to HR analytics and how you can make the most of it to drive sweeping strategic success. This presentation will address the following areas of the employer branding:
- Purposeful Analytics
- Basics of Data Analysis
- Understanding the Fundamentals of Analytics Capability
Building
- Establishing an Analytical Unit and the Right Culture
- Levels & Types of HR Metrics
- Linking Metrics to Analytics
- Workforce Analytics Model
For more info:
www.hackerearth.com/recruit
Maximizing Your Return on Investment from HR Analytics.
Building a foundation – what data do you have to get key analytics?
Building insight – how do you get key insights that are most relevant for decision making?
Building a process – how do you ensure that your analytics can provide continual insight?
- Build & Establish a HR Analytics Center Of Excellence to Integrate HR & the Business
Get in Touch - Info@rollingarrays.com
>Schedule an HR Analysis Session: http://www.rollingarrays.com/schedule-free-hr-consultation/
With the increasing access to big data, organizations are finding new ways to utilize this information within their talent acquisition strategy. During this Spotlight Webinar, we’ll focus on HR analytics and how organizations are leveraging this data to strengthen their recruiting strategies when identifying talent.
During this spotlight webinar, learners will:
Identify how analytics play a role in forecasting the time required to identify and hire candidates
Determine how to leverage analytics to strengthen recruiting strategy
Learn how vendor partnerships can provide HR analytics that support workforce planning.
The world is fueled by data, and HR professionals everywhere are wondering how to leverage tons of people data for better insights to enhance individual and organizational performance.
HR analytics entails the use of tools (say, big data, predictive analytics) by HR in their recruiting, compensation, performance measurement, and retention efforts.
Through this presentation, you will get an introduction to HR analytics and how you can make the most of it to drive sweeping strategic success. This presentation will address the following areas of the employer branding:
- Purposeful Analytics
- Basics of Data Analysis
- Understanding the Fundamentals of Analytics Capability
Building
- Establishing an Analytical Unit and the Right Culture
- Levels & Types of HR Metrics
- Linking Metrics to Analytics
- Workforce Analytics Model
For more info:
www.hackerearth.com/recruit
An overview of HR analytics. The slide can be used by everyone for their learning purpose as well as in institute presentation at the last moment. All basics are being covered.
Best of Luck.
KPIs: Establishing Linkages between Strategy and Results: In the staffing industry, it is critical to determine appropriate quantifiable parameters to evaluate strategies such as sourcing.
Predictive Analytical Models: Anticipating demand & supply movements is a key differentiator for business, more so for staffing.
Real Time Solutions: We believe speed is of paramount importance in the staffing industry.
How to Build an HR Analytics Center of ExcellenceAPEX Global
Using analytics to turn data into insights regularly provides strategic advantage to all areas of organizations, from marketing to supply chain management and finance.
The formation of an HR Analytics Center of Excellence can enable firms to derive strategic insights from workforce data and justify the investments made in HR programs and technology.
With so many different functions operating under the simple title of “Human Resources,” tech has stepped up to help lift the burden. New tools are being released daily, but HR pros should know the most important and valuable tools in the HR tool belt.
Join EPAY Systems as we walk through the top talked about and most vital tools that HR departments must have to successfully manage an hourly, distributed workforce. These tools aren’t new to the block, but they have become integral pieces to the HR process for meeting top human resource challenges.
The 45-minute presentation will cover:
Top predicted challenges for HR in 2019
Importance of mobile technology
Growing value of workforce learning and development
Plus, a short demo of EPAY’s innovative tools for managing the hourly, distributed workforce!
An important role of HR analytics is to provide access to critical data and insights about the workforce which can be then analysed for making better decisions.
HR Performance Management - How to measure and report on your hr performance ...Anne Van de Catsye
Are you struggling to define the most relevant measures that will track your HR activities? Do you want to build an HR Dashboard that impresses your Executive Management Team? Or are you just looking for a professional HR reporting template?
Inside this Guide:
1. The Theory : Introducing the Concept & Model.What is HR Reporting?
2. The Practice : A roadmap for creating your HR Reporting.How to develop your HR Reports?
3. The Experience : Sharing experiences.How to be successful?
This Guide describes step by step how to select different types of KPIs, how to organize your reporting process and create your reporting templates.
For each step in the Guide, you will be introduced to the relevant tools and templates to complete them: lists of KPIs to choose from, workshop templates for agreeing on the most relevant HR measures and so much more. You will get a better understanding of KPIs through some relevant definitions and theory, but you will also receive some lessons learned around implementing a reporting process.
Leading and Running a BA Practice - European BA ConferenceIIBA UK Chapter
Dave Baskerville and Richard Patricks presentation on building and leading BA COPs.
If you have more than one Business Analyst within your organisation, forming a BA practice is a great way of creating a team ethos, ensuring the quality of BA deliverables and sharing best practice.
This presentation will show how a large financial institution, ensures their Business Analysts remain passionate about their employer, deliver top quality results and have great job satisfaction.
The presentation will include:
•The challenges of running a BA practice
•Ideas and solutions to overcome challenges
•An opportunity to discuss and share your own experiences and ideas
•Real-life examples of successful (and some of the not quite so successful!) initiatives.
No matter how big or small your BA community, you will take away some thoughts or ideas about what you could do to improve it.
To maximize return on investment in Human Resources, top performing organizations are integrating what have traditionally been separate HR initiatives into a cohesive human capital management strategy. This approach enables HR to deliver relevant services that produce quantifiable results.
Findley Davies has leveraged the insights and expertise of thought leaders from its Compensation and Rewards Management, Communications and Change Management, and HR Innovation Practices to develop a distinctive blueprint for how to build a cohesive human capital strategy.
An overview of HR analytics. The slide can be used by everyone for their learning purpose as well as in institute presentation at the last moment. All basics are being covered.
Best of Luck.
KPIs: Establishing Linkages between Strategy and Results: In the staffing industry, it is critical to determine appropriate quantifiable parameters to evaluate strategies such as sourcing.
Predictive Analytical Models: Anticipating demand & supply movements is a key differentiator for business, more so for staffing.
Real Time Solutions: We believe speed is of paramount importance in the staffing industry.
How to Build an HR Analytics Center of ExcellenceAPEX Global
Using analytics to turn data into insights regularly provides strategic advantage to all areas of organizations, from marketing to supply chain management and finance.
The formation of an HR Analytics Center of Excellence can enable firms to derive strategic insights from workforce data and justify the investments made in HR programs and technology.
With so many different functions operating under the simple title of “Human Resources,” tech has stepped up to help lift the burden. New tools are being released daily, but HR pros should know the most important and valuable tools in the HR tool belt.
Join EPAY Systems as we walk through the top talked about and most vital tools that HR departments must have to successfully manage an hourly, distributed workforce. These tools aren’t new to the block, but they have become integral pieces to the HR process for meeting top human resource challenges.
The 45-minute presentation will cover:
Top predicted challenges for HR in 2019
Importance of mobile technology
Growing value of workforce learning and development
Plus, a short demo of EPAY’s innovative tools for managing the hourly, distributed workforce!
An important role of HR analytics is to provide access to critical data and insights about the workforce which can be then analysed for making better decisions.
HR Performance Management - How to measure and report on your hr performance ...Anne Van de Catsye
Are you struggling to define the most relevant measures that will track your HR activities? Do you want to build an HR Dashboard that impresses your Executive Management Team? Or are you just looking for a professional HR reporting template?
Inside this Guide:
1. The Theory : Introducing the Concept & Model.What is HR Reporting?
2. The Practice : A roadmap for creating your HR Reporting.How to develop your HR Reports?
3. The Experience : Sharing experiences.How to be successful?
This Guide describes step by step how to select different types of KPIs, how to organize your reporting process and create your reporting templates.
For each step in the Guide, you will be introduced to the relevant tools and templates to complete them: lists of KPIs to choose from, workshop templates for agreeing on the most relevant HR measures and so much more. You will get a better understanding of KPIs through some relevant definitions and theory, but you will also receive some lessons learned around implementing a reporting process.
Leading and Running a BA Practice - European BA ConferenceIIBA UK Chapter
Dave Baskerville and Richard Patricks presentation on building and leading BA COPs.
If you have more than one Business Analyst within your organisation, forming a BA practice is a great way of creating a team ethos, ensuring the quality of BA deliverables and sharing best practice.
This presentation will show how a large financial institution, ensures their Business Analysts remain passionate about their employer, deliver top quality results and have great job satisfaction.
The presentation will include:
•The challenges of running a BA practice
•Ideas and solutions to overcome challenges
•An opportunity to discuss and share your own experiences and ideas
•Real-life examples of successful (and some of the not quite so successful!) initiatives.
No matter how big or small your BA community, you will take away some thoughts or ideas about what you could do to improve it.
To maximize return on investment in Human Resources, top performing organizations are integrating what have traditionally been separate HR initiatives into a cohesive human capital management strategy. This approach enables HR to deliver relevant services that produce quantifiable results.
Findley Davies has leveraged the insights and expertise of thought leaders from its Compensation and Rewards Management, Communications and Change Management, and HR Innovation Practices to develop a distinctive blueprint for how to build a cohesive human capital strategy.
Find out how learning program return on investment (ROI) is effectively conveyed using specific tools, strategies, and best practices. Define measurable outcomes, and build a compelling case.
Learn more: http://www.lynda.com/Education-Elearning-training-tutorials/1792-0.html
The ROI of HR: Building the HR SupergroupPeopleFirm
If you're in HR and you're not aiming for quantifiable business impact, you're missing the boat.
Sadly, in too many organizations, HR is perceived more as an administrative function focused on policy than as a strategic partner focused on increasing organizational performance. This, despite the fact that studies have long shown that a high-performing HR can drive close to 40% of overall business performance*.
In a world where people are your last competitive frontier, shouldn't HR be partnering with the business to drive that bottom-line impact?
We think yes! Check out our 3-minute postcard on how to increase the ROI of HR in your organization.
FREE MANAGEMENT CONSULTING COURSE on www.oeconsulting.be
Operational Excellence Consulting
Project management
A Project is a temporary attempt undertaken to create, adapt or stop a unique product or service. There is a clear definition of what needs to be delivered. It has a start and an end, it is temporary, and it is resulting in something unique and is outside of normal operations.
A project life cycle is a collection of generally sequential and sometimes overlapping project phases.
Feasibility study of the project
Budget Range and estimations
High level planning
High level scope
High level requirements
Start of project management :
Project management plan is the project baseline (budget baseline, scope baseline, schedule baseline). Progress will be measured against the baseline (are we on track ? time? budget?).
Quality assurance on budget, scheduling/timing, governance, risks, reporting, communication, resources, documents, outsourcing, change
If it is not a one-time project, then the procedure must be standardized.
Performance indicators
Lessons learned
Steps for the project manager:
Understanding the context. What is the strategy behind this project. What is the need or business problem/issue? What are the objectives and the success criteria of the project? When can we say that we have reached our goal ? What is the relation between the objectives and the means at your disposal (what is needed to do the project and what is the action plan to develop the missing skills or knowledge) ? What is the level of hostility of the environment?
Setting up logs of the business problem/issue to measure the problem
Defining the scope by gathering data via interviews or brainstorming
Define a project plan with phases (1) analysis phase of current situation “as-is”, (2) proposed solutions phase for the “to-be” situation, (3) implementation phase, and with room for uncertainties (contingency)
Setting up early warning systems (KPI)
What are the risks ? What is the action plan against it? Risk is a feared event that is not predictable. Every risk has a level of probability and a level of impact.
Carrying out the project : making the deliverables (e.g. coding, development, definition of parameters, interface, documentations, testing, prototype, end to end test), communication of it and provide feedback to client.
Project closing: handover, presentation, training.
Problem solving techniques :
Understand the business situation and make a list of the issues with the current situation in well defined activities (organizational issues, cultural issues, personal issues) “as is situation”
Define the most feasible solution or the requirements for the solution “to be situation”
Requirements describe how to develop and specify pieces of work in enough detail to allow them to be successfully implemented by a project team (work breakdown structure)
The Agile Manager: Empowerment and AlignmentSoftware Guru
In today’s business climate, change occurs at an ever-increasing pace. Managers and executives are increasingly challenged to build an organization that is able to respond effectively to this change. This is the essence of agility.
This talk will provide the latest thinking on building the agile organization, moving beyond the command and control paradigm to one that balances employee empowerment and business alignment.
Doing Analytics Right - Selecting AnalyticsTasktop
This webinar lays out the principles and key concerns for selecting analytics.
It covers:
* The proper purpose of analytics,
* enabling feedback loops to attain your goals such as efficiency and predictability, and
* how to avoid doing more harm than good.
In particular, we will cover: the dimensions of analytics, the key driving principles, analytics maturity, adapting the analytics to your mix of development efforts, and integrating analytics across the levels of the organization.
1. I am using software that can also accommodate html 5, quizzes etc. in html the user can advance the slides etc. and access resource material. The nice thing is that you can export to Video to enable upload to for example YouTube.
2. Note the following:
2.1 The file is around 25 MB and it is 4 minutes to watch;
2.2 This is Beta, so no copyright restrictions. Repay me by subscribing and providing feedback.
Purpose:
This infographic provides a framework to facilitate the following with the consultant team. It is one of the first actions to ensure coordination and a common focus:
Understanding of the business context
Understanding the need/ opportunity
Understanding what was sold
Identify client pressure points, risks, and first level delivery expectations
Obtain a perspective of OCM needs/strategy
Obtain a perspective of resource requirements.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
4. Step 1. Presenting Problem to Real Problem The first task of the practitioner is almost always analysis Starts with a “presenting” problem – not a “hunch” but a problem … as it presents itself
5. Step 1. Presenting Problem to Real Problem Example… Let's take an example – higher staff turnover for Graduate Engineers (let say compared to an industry standard) The first question should not be, what skills and knowledge are required. It should be which metric(s) are affected negatively.
7. Step 1. Presenting Problem to Real Problem 1.1 Calculating benchmark employee cost
8. Step 1. Presenting Problem to Real Problem 1.2 Cost of 'covering' a vacant position (Calculated costs of other employees 'filling in' while the position is vacant)
9. Step 1. Presenting Problem to Real Problem 1.3 Cost to fill a vacant position
10. Step 1. Presenting Problem to Real Problem 1.4 On boarding & Orientation cost
11. Step 1. Presenting Problem to Real Problem 1.5 Cost of productivity ramp-up (During the first 3 months, an average new employee performs at 50% productivity of a tenured top performing employ
12. Step 1. Presenting Problem to Real Problem 1.6 Unit cost for filling a vacancy R 74964 Two important learning points: Know your metrics Negotiate, and even request help from your client to determine the right metrics. They are closer to the business and at the same time you obtain by in for the intervention.
13. Step 1. Presenting Problem to Real Problem 1.7 Total cost of replacing graduate engineers R 74964 x 6 = R 449784 Let's assume that we had to replace five graduate engineers the past six months
14. Step 1. Presenting Problem to Real Problem Now we can move on to analysis We know now which metrics are affected Consultant speciality
16. Step 1. Presenting Problem to Real Problem Two types of data Quantitative ”The truth is in a number” – however does not say much about context Data ” More about context, how people experience in their own words”. Qualitative
17. Data gathering Before intervention Before intervention Step 1. Presenting Problem to Real Problem Questionnaires Surveys Tests Interviews Focus groups Observation Performance records Knowledge and skills testing Program follow up Project assignments After intervention After intervention
22. Step 1. Presenting Problem to Real Problem Contextual factors to consider when selecting data collection methods Before intervention After intervention Time for participants to respond; Costs; Amount of disruption of normal activities; What is the level of certainty that you will achieve with the result; Practicality; Culture/Philosophy – example the 10% syndrome.
23. Step 1. Presenting Problem to Real Problem Requirements for effective data collection instruments and techniques Before intervention Construct validity ( methods, techniques and test instruments should be evaluated in terms of its theoretical grounding); Predictive validity (methods, techniques and test instruments should be evaluated regularly in terms of its ability to predict what it purport to predict); Face validity – for line management very important! After intervention
24. Step 1. Presenting Problem to Real Problem Requirements for effective data collection instruments and techniques Before intervention After intervention Reliability: Produce consistent results over time, that differentiates effectively, and are independent of the assessor/data collector, or context.
27. Note the following ! Because this toolkit does not aim to transfer knowledge about analysis as such the previous slides provides a brief and high level overview, for the sake of a clearity… for the sake of the toolkit we assume that the analysis provided clarity about the problem….
28. Step 1. Presenting Problem to Real Problem Brief Exposition of Problem Our analysis shows that the HR and line managers involved in selection decisions do interviews in a haphazard and nonscientific fashion Solution Following discussions with consultants, HR experts and line all agreed we need to implement competency based interviewing Lets assume this based on the core example
29. Step 1. Presenting Problem to Real Problem The training department is instructed to develop an appropriate program and put all line and support staff through training – they however indicate that a change in results is required quickly and that ROI for the training need to be justified soon after implementation… Lets assume this based on the core example
30. Presenting Problem to Real Problem So we have addressed this even before we asked any questions about training – and now we can move on to the next step Starts with a “presenting” problem – not a “hunch” but a problem … as it presents itself
31. Step 2a Planning the Intervention (Starting With the End In Mind)
32. Step 2a: Planning the Intervention (With ROI in Mind) When we plan an intervention – considering that we want to measure ROI- we really reverse engineer (or start with the end in mind) – We use the Kirkpatrick Model to achieve this
33. Step 2a: Planning the Intervention (With ROI in Mind) Back to our case study to show how we plan “backwards” – remember these objectives and measures for clarification, based on our core example/case study (re graduate engineers)
34. Step 2a: Planning the Intervention (With ROI in Mind) Back to our case study to show how we plan “backwards” – remember these objectives and measures a merely examples Remember this is a snapshot – there is a whole learning map and course development process underlying these objectives
35. Step 2a: Planning the Intervention (With ROI in Mind) Back to our case study to show how we plan “backwards” – remember these objectives and measures a merely examples
36. Step 2a: Planning the Intervention (With ROI in Mind) What have we achieved by planning the intervention this way? ROI ? Results A path – trail linking the business need with the intervention Results Results Results
37. Step 2a: Planning the Intervention (With ROI in Mind) We can also go some steps further and plan where we will get the information to evaluate the intervention and how…
38. Step 2b Planning the Intervention (Planning Beyond Training – With ROI In Mind)
39. Step 2b: Planning the Intervention (With ROI in Mind) Usually once we have done the planning and developed the training intervention we are ready to implement…
40. We need to determine what technique(s) we will use to show that the intervention actually had an impact – but our dilemma is this… Step 2b: Planning the Intervention (With ROI in Mind) External Factors Management Attention OR SOMETHING ELSE? Incentives AND YES THERE IS IMPROVEMENT AFTER PROGRAM Systems/Procedures Changes Here is our training program IS IT THE TRAINING PROGRAM?
41. Step 2b: Planning the Intervention (With ROI in Mind) We have to isolate the effects of our intervention! Isolating the results/effect of our intervention is the most difficult and also most important element of building the case for value (ROI); Because of this, value at the higher levels is seldom determined; However, the credibility not only of your study to show value, but also the training function is based on this element.
42. Step 2b: Planning the Intervention (With ROI in Mind) We have to isolate the effects of our intervention! The complexity of isolating the effect, is a function of the variables that are in play at any moment in time in an organization; The analyst should however always try to prove a causal relationship to an acceptable degree of accuracy; Acknowledging the forces that influence individual, group and business performance is the first step in this process.
43. Step 2b: Planning the Intervention (With ROI in Mind) We have to isolate the effects of our intervention! Remember that we are trying to isolate the effect of out intervention to an acceptable degree of accuracy – this makes very important to involve and agree with the client: What metrics should change as result of the intervention (see step 1) What isolation technique will be used (because they differ in terms of accuracy) Let’s consider the isolation techniques…
44. Step 2b: Planning the Intervention (With ROI in Mind) Let's look at the techniques! Trend line analysis of performance data; Control groups; Participant’s estimation of impact; Supervisor’s estimation of impact; Management’s estimation of impact; Use of previous studies Subordinate’s report of other factors; Estimating the impact of other factors; Use of customer input. With these techniques we try to isolate the effects of our intervention
45. Step 2b: Planning the Intervention (With ROI in Mind) Let's look at the techniques! Trend line analysis of performance data; Control groups; Participant’s estimation of impact; Supervisor’s estimation of impact; Management’s estimation of impact; Use of previous studies Subordinate’s report of other factors; Estimating the impact of other factors; Use of customer input. With these techniques we try to isolate the effects of other interventions and then declare the rest as due to our effort
46. Step 2b: Planning the Intervention (With ROI in Mind) Trend Line Analysis Draw a trend-line using previous performance data as a base; When intervention is conducted, actual performance is plotted and compared to the trend line; Improvement in actual performance over what the trend line predicted can then be reasonably attributed to the intervention.
47. Advantages Disadvantages Show quick results Easy to calculate Easy to understand Inexpensive Not difficult to organize (basically just monitor changes in metrics) A good first order analysis Uses only one factor to isolate the effect of the intervention (time- before and after implementation) Thus less accurate and client could be sceptical to accept only an analysis of the trend line. Trend Line Analysis- Advantages and Disadvantages Step 2b: Planning the Intervention (With ROI in Mind)
48. Example- Not from our central case study… Step 2b: Planning the Intervention (With ROI in Mind) Effect of the intervention Average Pre Program 55 COMPLAINTS Average Post Program 35 Sexual Harassment Prevention Program O N D J F M A M J J A S O N D J F M A M J J A S O TIME
49. Step 2b: Planning the Intervention (With ROI in Mind) Control Groups Technique Similar to classical research the control group method, involves an experimental group and a control group; The so called experimental group will be the target of our intervention; The control group would be a group that is paired with the experimental group, but would not undergo the intervention; Important things to remember with this method are: Paring need to be thought about carefully so as not to dilute the impact of the intervention; Although not as rigid as classical research key factors that could dilute the impact or assessment of the impact of the intervention need to be controlled.
50. Advantages Disadvantages More accurate than most techniques If the pairing and control of variables are agreed with the client the outcome has high level of credibility With this control groups, given the level of accuracy it is possible to benchmark the ROI of certain interventions given a predetermined set of variables More complicated Require more planning, negotiation, control and monitoring As result of above many practitioners are unwilling to use this technique Requires absolute agreement with the client environment that variables will be kept constant for the duration of the ROI evaluation. Control Groups- Advantages and Disadvantages Step 2b: Planning the Intervention (With ROI in Mind)
51. Step 2b: Planning the Intervention (With ROI in Mind) Schematic Explanation of control groups design 1. Pairing 2. Control Variables Control Group M2 M1 Experimental Group Intervention M1 M2 *M = measurement
52. Looking at pairing and control of variables Step 2b: Planning the Intervention (With ROI in Mind) PAIRING Note: Too small then meaningful pairing is not possible – too big then you are not going to be able to control the variables during and after the implementation of your intervention; Remember we go for reasonable accuracy therefore you pair the major elements and also control the major variables!! The above makes it very important to agree upfront with your client environment what how pairing will be done and which variables will be controlled. Select your experimental and control group carefully VARIABLES
53. Step 2b: Planning the Intervention (With ROI in Mind) So what do you typically pair? Size Nature of work Leadership stype Performance level General demography Pair for (Primarily) Negotiate creafully
54. Step 2b: Planning the Intervention (With ROI in Mind) So what do you typically try to control? Size Nature of work Leadership stype Performance level General demography structure Function Recognition and reward Turn over Systems and procedures Changes in: Changes in: + Negotiate creafully Negotiate creafully
55. Step 2b: Planning the Intervention (With ROI in Mind) Remember your decision about pairing and control of variables…. = (f) (your knowledge and judgement) + agreement with the client environment + practicability
56. Step 2b: Planning the Intervention (With ROI in Mind) Estimation of impact by third parties ( this technique can include an estimation of the perceived impact of the intervention, by participants, participants supervisors, participants managers) This technique provides participants with a questionnaire, and based on the improvement ask them to respond to the following: What percent of this improvement can be attributed to the application of skills/techniques/knowledge gained in the training program? What is the basis for this estimation? What confidence do you have in this estimate, expressed as a percentage? What other factors contributed to this improvement in performance? What other individuals or groups could estimate this percentage or determine the amount?
57. Step 2b: Planning the Intervention (With ROI in Mind) Estimation of impact by third parties – how do you increase the confidence level for this technique? Individuals who do not respond to the questionnaire or provide non- usable data on the questionnaire are assumed to report no improvement/impact; Extreme data and unrealistic claims are omitted from the analysis; Only annualized values are used, it is assumed that there are no benefits from the program after the first year of implementation; The confidence level, expressed as a percent, is multiplied by the improvement value to reduce the amount of the improvement by the potential error; If value is expressed it is also factored by the confidence value.
58. Advantages Disadvantages Easy to implement; Based on the assumption that participants are capable of determining or estimating impact; Although an estimate, this value will usually have considerable credibility with management because participants are at the centre of the change or improvement; High face validity. Less accurate than control groups Based on perceptions – could be regarded as Return on Expectation rather than ROI Could become victim of “group think” Estimation Of Impact By Third Parties - Advantages And Disadvantages Step 2b: Planning the Intervention (With ROI in Mind)
59. Example from an actual coaching intervention- Not from our central case study… Step 2b: Planning the Intervention (With ROI in Mind) Participants and management agreed which the respective groups will rate All indicators were pre agreed with the client
60. So now we can complete our plan Step 2b: Planning the Intervention (With ROI in Mind)
61. Note – because the techniques related to isolating the impact of other factors are not used often it is only referred to in this toolkit… Step 2b: Planning the Intervention (With ROI in Mind) Trend line analysis of performance data; Control groups; Participant’s estimation of impact; Supervisor’s estimation of impact; Management’s estimation of impact; Use of previous studies Subordinate’s report of other factors; Estimating the impact of other factors; Use of customer input. With these techniques we try to isolate the effects of other interventions and then declare the rest as due to our effort
63. Implementation and Data Gathering (With ROI in Mind) Referring back to our original example (turnover in graduate engineers) – let us assume the following: We opted for a control group evaluation method
64. Implementation and Data Gathering (With ROI in Mind) Referring back to our original example (turnover in graduate engineers) – let us assume the following: Six months after the intervention the need for replacement of graduates were down by 50% in the experimental group
65. Implementation and Data Gathering (With ROI in Mind) Referring back to our original example (turnover in graduate engineers) – let us assume the following: In the control group the need for replacement of graduate engineers also down by 10%...possibly because of anticipation of changes in HR approach
66. Implementation and Data Gathering (With ROI in Mind) Referring back to our original example (turnover in graduate engineers) – let us assume the following: In the control group the need for replacement of graduate engineers also down by 10%...possibly because of anticipation of changes in HR approach
67. So because to the method we used we can assign the change in te metric to our intervention, mainly because we controlled major variables. We do this as follows…
68. Step 4 Converting the Change As Result of the Intervention to Value and Calculating ROI
69. Step 4.a Converting the Change As Result of the Intervention to Value Referring back to our original example (turnover in graduate engineers)…this is how it is dome…
70. Because this is such a vast area to know here is some additional input re calculating the value of change in a metric.. Step 4.a Converting the Change As Result of the Intervention to Value Output Increases Time Savings Primary Measurements of Improvement Cost Savings Quality Improvement
71. Step 4.a Converting the Change As Result of the Intervention to Value Always try to link to a metric – alternatively use the method of Estimation Of Impact By Third Parties – See slide 55 and 56 (this method is also referred to as Return on Expectation)
72. Step 4.a Converting the Change As Result of the Intervention to Value See whether one can link tangible values to these?
73. Step 4.a Converting the Change As Result of the Intervention to Value And these….
74. Or determining value on a case by case basis using historical data Actual cost from records Legal fee; Settlement cost Cost R 285,000 Total of 35 complaints Estimated additional from staff Staff time; Management time Step 4.a Converting the Change As Result of the Intervention to Value R 285,000/35 = Cost per complaint Cost of Sexual Harassment Complaint
75. Step 4.a Converting the Change As Result of the Intervention to Value In our case example we did determine the value of the change and can therefore now move on to calculate cost benefit and therefore also ROI
76. Step 4.b Calculating ROI First thing to do now is to determine the cost of the intervention – again back to our main example …
77. Step 4.b Calculating ROI First thing to do now is to determine the cost of the intervention – again back to our main example … Net Program Benefits (R224892- R150,000) Program Costs (R150,000) Benefit/Cost Ratio = Ratio = 0.499928
78. Step 4.b Calculating ROI Net Program Benefits (R224892- R150,000) Program Costs (R150,000) First thing to do now is to determine the cost of the intervention – again back to our main example … X 100 1 Benefits ROI = Benefit ROI = 50% thus for every R1 I spent on this program you got your money back through saving as well as an additional 50 cents.