Reporting Talent Development Metrics to Executives

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You 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 927 649 233 #. You will be on hold until the seminar begins. #CLOwebinar Reporting Talent Development Metrics to Executives

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This presentation will share the critical components senior learning leaders are looking for in executive reporting as well as the key elements business leaders expect to see when reviewing metrics from learning organizations. The session will share components of a major executive reporting initiative and offer practical and credible advice to link learning to business outcomes.Learning objectives:Review elements that comprise balanced executive reporting metrics.Discuss core attributes on a learning leader report.Present key components of a business manager report for learning.Offer practical and credible examples to link learning to business impact.

Transcript of Reporting Talent Development Metrics to Executives

  • 1. Reporting Talent DevelopmentMetrics to ExecutivesYou can listen to todays webinar using your computers 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 927 649 233 #.You will be on hold until the seminar begins.#CLOwebinar

2. Reporting Talent DevelopmentMetrics to ExecutivesSpeaker:Jeffrey BerkChief Operating OfficerKnowledgeAdvisors Inc.ModeratorDaniel Margolis Managing EditorChief Learning Officer magazine#CLOwebinar 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. Tools You Can Use Polling The poll will appear on theright side of your screen Select the best option foreach question Click on Submit#CLOwebinar 5. Frequently Asked QuestionsWill I receive a copy of the webinar recording? YES Will I receive a copy of the slides? YESPlease allow up to 2 business days to receive these materials #CLOwebinar 6. Reporting Talent Development Metrics to Executives Daniel Margolis Managing Editor Chief Learning Officer magazine #CLOwebinar 7. Reporting Talent Development Metrics to Executives Jeffrey Berk Chief Operating Officer KnowledgeAdvisors Inc. #CLOwebinar 8. Reporting Talent Development Metrics to ExecutivesJeffrey BerkChief Operating Officer 9. Agenda Review elements that comprise balanced executivereporting metricsDiscuss core attributes on a learning leader reportPresent key components of a business manager report forlearningOffer practical yet credible examples to link learning tobusiness impactFebruary 7, 2012 2011, KnowledgeAdvisors 8 10. About KnowledgeAdvisorsKnowledgeAdvisors will improve learning effectiveness within yourorganization. For organizations that utilize learning and development to drive business outcomes KnowledgeAdvisors offers a learning measurement solution That improves the effectiveness and business impact of learning. February 7, 2012 2011, KnowledgeAdvisors9 11. About KnowledgeAdvisorsFebruary 7, 2012 2011, KnowledgeAdvisors 10 12. Sample CustomersFebruary 7, 2012 2011, KnowledgeAdvisors 11 13. Key MetricsFebruary 7, 2012 2011, KnowledgeAdvisors 12 14. Reporting Whats ImportantOutcome Metrics - Business Outcomes Employee Contribution Margin Productivity Employee Retention Employee Engagement ProfitabilityEffectiveness Metrics Program Performance Delivery Quality Knowledge Gain Application to Job Business Alignment ValueEfficiency Metrics Cost and Activity # of Participants % of Employees Trained Total L&D Investment L&D Investment per Participant Courses Utilized Classes Conducted Instructors Utilized Locations UsedFebruary 7, 2012 2011, KnowledgeAdvisors 13 15. Strategic, Visible, Costly Programs LeadershipQ1 2010 Q2 2010Q3 2010 Q4 2010Q1 2011Leadership Development Training`Leader RetentionEffectiveness 76%80% 77% 75% 76%Employee Engagement Rating Efficiency Rating 79%78% 76%78%79%Employee Retention Business74%74% 70% 70% 71%Leader Performance RatingsOutcome RatingLeader Fiscal ManagementOnboarding ProgramTime to PerformancePerformance RatingEmployee EngagementParticipant ConfidenceCompetency LevelSales TrainingGrowth RateProfit MarginWin RateTime to CloseDeal SizeFebruary 7, 2012 2009 KnowledgeAdvisors 14 16. Talent Development Reporting Principles Executive initiativechampioned byKnowledgeAdvisors andsupported by leadingorganizations Standard framework tomeasure learning: efficiency,effectiveness and outcomemeasures Common terminology andmetrics Inspired by GAAP 2011 KnowledgeAdvisorsPage: 15 17. Talent Development Reporting Process Business Outcomes Organizational goals L&Ds impact on those goals Effectiveness Levels 1-5, timeliness Efficiency Costs Volume (participants, programs, classes, hours) Ratios Utilization rates Program and vendor managementFebruary 7, 2012 2011, KnowledgeAdvisors 16 18. Talent Development Reporting Principles Business ExecutiveLearning ExecutiveSummary ReportReportsExecutiveReports L&D Summary L&D ProgramL&D Operational Report Report ReportBusiness LearningLearningStatementsOutcomes Effectiveness EfficiencyGuiding PrinciplesStatement StatementStatementData Sets Business Effectiveness EfficiencyOutcomes Extract, convert and calculate Standard MeasuresData LearningOther Sources SourcesEvaluationFinancial DataManagement(e.g HRIS, ERP, SystemSystem CRM) 7-Feb-12 2011 KnowledgeAdvisors Page: 17 19. Dashboards, Scorecards, StatementsFebruary 7, 2012 2011, KnowledgeAdvisors 18 20. L&D Summary ReportFebruary 7, 2012 2011, KnowledgeAdvisors 19 21. L&D Executive Report Narrative Text and Charts Multiple Views Audience L&D Executives L&D Management Discuss it 90 minutes Quarterly meeting February 7, 2012 2011, KnowledgeAdvisors 20 22. Business Executive ReportNarrative Text and Charts Multiple ViewsAudience Business Executives Line ManagementDiscuss it 90 minutes Quarterly meetingFebruary 7, 2012 2011, KnowledgeAdvisors 21 23. Dashboard Case StudyBackground: Commercialinsurance companyBusiness Issue: Visual, conciseplace for learning metricsAnalytics Solution: Leverageddashboards to build custom, robustsolutionAnalytics Results: Real-timeaccess to impact, cost, cycle-time,satisfaction, quality and volumedashboards.February 7, 2012 2011, KnowledgeAdvisors 22 24. Executive TabFebruary 7, 2012 2011, KnowledgeAdvisors 23 25. Quality TabWhat we learn Ensure performance is consistent over time and compare most recentquarters performance to the norm Overall survey scores, quarterly fluctuation, scores by curriculum area Instructor ratings, identify areas to improve Overall instructor & course scores against benchmarks Top/bottom rated courses based on courseware scores and associatedcomments February 7, 2012 2011, KnowledgeAdvisors 24 26. Volume TabWhat we learn Total hours delivered,number of completions Breakout of volume bybusiness / function andlearning method(eLearning, Instructor Led) Trends in volume over time Compare trends in volumeby usage rates / trends oflicensed course libraries,curriculum areas (are webuying more than we need?Are we maximizing ourinvestment?)February 7, 2012 2011, KnowledgeAdvisors 25 27. Six Approaches to Align Learning to Impact High Once you determineRequires actual resultsInvestmentBusiness Impact what data and advancedanalysis is appropriate, analysis techniquesselect a method: Actual ResultsCausal Typically Correlations Modeling employsBusiness surveysImpact Advanced Templates Business ResultsHumanEvaluationCapitalApproach Smart Sheets Low ComplexInvestmentFebruary 7, 2012 2011, KnowledgeAdvisors 26Simple 28. Smile Sheet to Smart SheetFebruary 7, 2012 2011, KnowledgeAdvisors 27 29. Smart Sheet in PracticeWe need our measurement tools Review programs and process now more than ever; ifthat arent providing we dont have access to this data,how will we be able to makeimpact to the intelligent decisions on what to cut?business- KnowledgeAdvisors ClientFebruary 7, 2012 2011, KnowledgeAdvisors28 30. Business Results Evaluation ApproachFebruary 7, 2012 2011, KnowledgeAdvisors 29 31. Business Impact Template in PracticeBackground: Large CPG based inCanada, sales trainingBusiness Issue: Visible salesprogram, requested to link betweenit and sales resultsAnalytics Solution: Used processto evaluate sales change andimpact training had on salesAnalytics Results: 7% increase insales, 20% of the increase was dueto training, this was a $74,000increase per sales person when thetraining was $5000 per person February 7, 2012 2011, KnowledgeAdvisors 30 32. Actual Results CorrelationsThis is a method where actual results can be input or imported at anaggregate, periodic frequency. It is then correlated in time periodsagainst training evaluation data for impact indicators.The example below is from sales data and sale training. February 7, 2012 2011, KnowledgeAdvisors31 33. Measurement Success StoriesExecutive Program for Government Entity:An executive leadership program generated morethan double the impact of typical leadership programsequating to nearly 70% on-the-job application and a 2to 1 benefit to cost ratio. Strategic Sales Training A strategic sales training program generated $74,000 in increased sales per sales person for a $5,000 per person investment. This data was the catalyst that convinced management to expand the program to other sales territories. Front-Line Staff New Hire Program An on-boarding program for front-line staff brought an additional 15,000 hours of increased productivity to the business as a result of the increased speed to competency. This analysis helped save a new hire program that was questioned by management.February 7, 2012 2011, KnowledgeAdvisors32 34. Business Relevant Additional Examples Simple Survey Asked high performers to rate their highimpact factors 92% effective supply chain 89% informal learning tools 73% formal learning programs 32% technology 14% compensation Clearly learning contributes to highperformance Source: Dr. John Sullivan, Presentation at Analytics SymposiumFebruary 7, 2012 2011, KnowledgeAdvisors 33 35. Business Relevant Additional Examples Basic Correlation Correlate customer service scores with use oflearning tools and programs Identified high training use CSR (customerservice reps) based on tools used, programscompleted and grouped into high and low use Compared CSR customer satisfaction scorewith learning use Results: Top 10% customer satisfaction werealso in the high learning group, bottom 10%were in the low learning group.Source: Dr. John Sullivan, Presentation at Analytics SymposiumFebruary 7, 2012 2011, KnowledgeAdvisors 34 36. Business Relevant Additional Examples Before vs. After Hypothesis was that a learning supporttool could improve innovation Before the learning tool, 15% ofemployees contributed innovation ideas After the learning tool, 24% of employeescontributed innovation ideas Its easy to see the After contributionSource: Dr. John Sullivan, Presentation at Analytics SymposiumFebruary 7, 2012 2011, KnowledgeAdvisors 35 37. Business Relevant Additional Examples Control Group (side by side) Determine if learning projects influencedemployee retention Employees with no learning projectsaveraged a turnover rate of 21% Employees with 2 or more learningprojects averaged a turnover rate of 2% Clearly the control group vs. learninggroup shows a differenceSource: Dr. John Sullivan, Presentation at Analytics SymposiumFebruary 7, 2012 2011, KnowledgeAdvisors 36 38. Business Relevant Additional Examples Take it in, Take it out Sales team use of social media learningtool to see impact on sales results Tool put In, sales went up 34% Tool taken Out, sales went down 29% Essentially, without the tool sales returnedto where they were originally. Clearly thetool made a differenceSource: Dr. John Sullivan, Presentation at Analytics SymposiumFebruary 7, 2012 2011, KnowledgeAdvisors 37 39. Measurement Sustainability Strong leadership for driving measurement 1with governance to support it. Roles and accountabilities formetrics are defined with Culture supports and drives2 consistent expectations onwhat should be measured.need for standards and8 common talent development 2processes and measurement Roles Strong desire to use the data for 7 33 Broad base of skills in Data decision making DataUtilizationSkills /analytics and Behaviors Maturity in how data is reported Utilization 3 measurement and strong1 and used to improve end to end capabilities in end-to-end7talent processesLeadershipmeasurement methods64 Standardization for a consistent Technology Processes and single point of analytics with 56integration to and from feeder Technolog Standards, Established and consistent Processes processes, technologies and systemsy Tools4communications for measurementStandards, Standards have been created for data collectionTools Data integrity exists5February 7, 20122/7/2012 2010 KnowledgeAdvisors 2011, KnowledgeAdvisors 38 40. Events:Analytics Symposium March 5-7 New Orleans (Executive Reporting) Analytics 2 Day Workshop April 25-26 Chicago InformationFor further information on the information contact:Jeffrey BerkChief Operating Officer+1 312 [email protected] 41. Join Our Next CLO WebinarDriving Your Organizations Culture by Building Learning Relationships for Mutual BenefitTuesday, March 22, 2012CLO Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register at Join the CLO Network: #CLOwebinar