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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.
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Reporting Talent Development
Metrics to Executives
Speaker: Jeffrey Berk
Chief Operating Officer
KnowledgeAdvisors Inc.
Moderator Daniel Margolis
Managing Editor
Chief Learning Officer magazine
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Reporting Talent Development
Metrics to Executives
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Daniel Margolis
Managing Editor
Chief Learning Officer magazine
Reporting Talent Development
Metrics to Executives
#CLOwebinar
Jeffrey Berk
Chief Operating Officer
KnowledgeAdvisors Inc.
Reporting Talent Development
Metrics to Executives
Reporting Talent Development Metrics to Executives
Jeffrey Berk
Chief Operating Officer
Agenda
February 7, 2012 8 © 2011, KnowledgeAdvisors
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 yet credible examples to link learning to
business impact
About KnowledgeAdvisors
February 7, 2012 9 © 2011, KnowledgeAdvisors
KnowledgeAdvisors will improve learning effectiveness within your
organization.
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.
About KnowledgeAdvisors
February 7, 2012 10 © 2011, KnowledgeAdvisors
Sample Customers
February 7, 2012 11 © 2011, KnowledgeAdvisors
Key Metrics
February 7, 2012 12 © 2011, KnowledgeAdvisors
Reporting What’s Important Outcome Metrics - Business Outcomes
Employee Contribution Margin
Productivity
Employee Retention
Employee Engagement
Profitability
Effectiveness Metrics – Program Performance
Delivery Quality
Knowledge Gain
Application to Job
Business Alignment
Value
Efficiency 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 Used
February 7, 2012 13 © 2011, KnowledgeAdvisors
Strategic, Visible, Costly Programs
February 7, 2012 14
© 2009 KnowledgeAdvisors
Leadership Development
•Leader Retention
•Employee Engagement
•Employee Retention
•Leader Performance Ratings
•Leader Fiscal Management
Onboarding Program
•Time to Performance
•Performance Rating
•Employee Engagement
•Participant Confidence
•Competency Level
Sales Training
•Growth Rate
•Profit Margin
•Win Rate
•Time to Close
•Deal Size
Leadership
Training`
Q1 2010 Q2 2010 Q3 2010 Q4 2010 Q1 2011
Effectiveness
Rating
76% 80% 77% 75% 76%
Efficiency Rating 79% 78% 76% 78% 79%
Business
Outcome Rating
74% 74% 70% 70% 71%
Talent Development Reporting Principles
Executive initiative
championed by
KnowledgeAdvisors and
supported by leading
organizations
Standard framework to
measure learning: efficiency,
effectiveness and outcome
measures
Common terminology and
metrics
Inspired by GAAP http://www.knowledgeadvisors.com/tdrp
Page: 15 © 2011 KnowledgeAdvisors
Talent Development Reporting Process
February 7, 2012 16 © 2011, KnowledgeAdvisors
Business Outcomes – Organizational goals
– L&D’s impact on those goals
Effectiveness – Levels 1-5, timeliness
Efficiency – Costs
– Volume (participants, programs, classes, hours)
– Ratios
– Utilization rates
– Program and vendor management
Talent Development Reporting Principles
7-Feb-12 Page: 17 © 2011 KnowledgeAdvisors
Learning Executive
Reports
Business Executive
Summary Report
Business
Outcomes
Statement
Learning
Effectiveness
Statement
Learning
Efficiency
Statement
Executive
Reports
Statements
Data
Sources Learning
Management
System
Other Sources
(e.g HRIS, ERP,
CRM)
Financial Data Evaluation
System
Extract, convert and calculate
Standard Measures
L&D Summary
Report
L&D Program
Report
L&D Operational
Report
Business
Outcomes Efficiency Effectiveness Data Sets
Gu
idin
g P
rinc
iple
s
February 7, 2012 18 © 2011, KnowledgeAdvisors
Dashboards, Scorecards, Statements
L&D Summary Report
February 7, 2012 19 © 2011, KnowledgeAdvisors
L&D Executive Report
February 7, 2012 20 © 2011, KnowledgeAdvisors
Narrative
Text and Charts
Multiple Views
Audience
L&D Executives
L&D Management
Discuss it
90 minutes
Quarterly meeting
Business Executive Report
February 7, 2012 21 © 2011, KnowledgeAdvisors
Narrative
Text and Charts
Multiple Views
Audience
Business Executives
Line Management
Discuss it
90 minutes
Quarterly meeting
Dashboard Case Study
February 7, 2012 22 © 2011, KnowledgeAdvisors
Background: Commercial
insurance company
Business Issue: Visual, concise
place for learning metrics
Analytics Solution: Leveraged
dashboards to build custom, robust
solution
Analytics Results: Real-time
access to impact, cost, cycle-time,
satisfaction, quality and volume
dashboards.
Executive Tab
February 7, 2012 23 © 2011, KnowledgeAdvisors
Quality Tab
February 7, 2012 24 © 2011, KnowledgeAdvisors
What we learn
Ensure performance is consistent over time and compare most recent quarter’s 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 associated comments
Volume Tab
February 7, 2012 25 © 2011, KnowledgeAdvisors
What we learn
Total hours delivered,
number of completions
Breakout of volume by
business / function and
learning method
(eLearning, Instructor Led)
Trends in volume over time
Compare trends in volume
by usage rates / trends of
licensed course libraries,
curriculum areas (are we
buying more than we need?
Are we maximizing our
investment?)
Six Approaches to Align Learning to Impact
February 7, 2012 26 © 2011, KnowledgeAdvisors
Smart Sheets
Human Capital Approach
Advanced Business Results Evaluation
Business Impact Templates
Actual Results Correlations
Typically
employs
surveys
Requires actual results
data and advanced
analysis techniques
Causal
Modeling
Complex
Simple
Low
Investment
High
Investment Once you determine
Business Impact what
analysis is appropriate,
select a method:
Smile Sheet to Smart Sheet
February 7, 2012 27 © 2011, KnowledgeAdvisors
Smart Sheet in Practice
February 7, 2012 28 © 2011, KnowledgeAdvisors
Review programs
that aren’t providing
impact to the
business
“We need our measurement tools
and process now more than ever; if
we don’t have access to this data,
how will we be able to make
intelligent decisions on what to cut?”
- KnowledgeAdvisors Client
Business Results Evaluation Approach
February 7, 2012 29 © 2011, KnowledgeAdvisors
Business Impact Template in Practice
February 7, 2012 30 © 2011, KnowledgeAdvisors
Background: Large CPG based in
Canada, sales training
Business Issue: Visible sales
program, requested to link between
it and sales results
Analytics Solution: Used process
to evaluate sales change and
impact training had on sales
Analytics Results: 7% increase in
sales, 20% of the increase was due
to training, this was a $74,000
increase per sales person when the
training was $5000 per person
Actual Results Correlations
February 7, 2012 31 © 2011, KnowledgeAdvisors
This is a method where actual results can be input or imported at an
aggregate, periodic frequency. It is then correlated in time periods
against training evaluation data for impact indicators.
The example below is from sales data and sale training.
February 7, 2012 32 © 2011, KnowledgeAdvisors
Measurement Success Stories
Executive Program for Government Entity:
An executive leadership program generated more
than double the impact of typical leadership programs
equating to nearly 70% on-the-job application and a 2
to 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.
Business Relevant Additional Examples
February 7, 2012 33 © 2011, KnowledgeAdvisors
Simple Survey
Asked high performers to rate their high
impact factors
92% effective supply chain
89% informal learning tools
73% formal learning programs
32% technology
14% compensation
Clearly learning contributes to high
performance
Source: Dr. John Sullivan, Presentation at Analytics Symposium
Business Relevant Additional Examples
February 7, 2012 34 © 2011, KnowledgeAdvisors
Basic Correlation
Correlate customer service scores with use of
learning tools and programs
Identified high training use CSR (customer
service reps) based on tools used, programs
completed and grouped into high and low use
Compared CSR customer satisfaction score
with learning use
Results: Top 10% customer satisfaction were
also in the high learning group, bottom 10%
were in the low learning group.
Source: Dr. John Sullivan, Presentation at Analytics Symposium
Business Relevant Additional Examples
February 7, 2012 35 © 2011, KnowledgeAdvisors
Before vs. After
Hypothesis was that a learning support
tool could improve innovation
Before the learning tool, 15% of
employees contributed innovation ideas
After the learning tool, 24% of employees
contributed innovation ideas
Its easy to see the ‘After’ contribution
Source: Dr. John Sullivan, Presentation at Analytics Symposium
Business Relevant Additional Examples
February 7, 2012 36 © 2011, KnowledgeAdvisors
Control Group (side by side)
Determine if learning projects influenced
employee retention
Employees with no learning projects
averaged a turnover rate of 21%
Employees with 2 or more learning
projects averaged a turnover rate of 2%
Clearly the control group vs. learning
group shows a difference
Source: Dr. John Sullivan, Presentation at Analytics Symposium
Business Relevant Additional Examples
February 7, 2012 37 © 2011, KnowledgeAdvisors
Take it in, Take it out
Sales team use of social media learning
tool 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 returned
to where they were originally. Clearly the
tool made a difference
Source: Dr. John Sullivan, Presentation at Analytics Symposium
Measurement Sustainability
February 7, 2012 38 © 2011, KnowledgeAdvisors 2/7/2012 © 2010 KnowledgeAdvisors
Processes
Standards, Tools
Technology
Data Utilization
• Established and consistent
processes, technologies and
communications for
measurement
• Broad base of skills in
analytics and
measurement and strong
capabilities in end-to-end
measurement methods
• Standardization for a consistent
and single point of analytics with
integration to and from feeder
systems
• Roles and accountabilities for
metrics are defined with
consistent expectations on
what should be measured.
• Strong desire to use the data for
decision making
• Maturity in how data is reported
and used to improve end to end
talent processes
• Strong leadership for driving measurement
with governance to support it.
• Standards have been created for data collection
• Data integrity exists
• Culture supports and drives
need for standards and
common talent development
processes and measurement
3
5
8
1
2
3
4
6
7
Processes
Standards, Tools
Technology
Data Utilization
Skills / Behaviors
Leadership
Roles
1
2
3
4
5
6
7
Contact Information For further information on the information contact:
Jeffrey Berk
Chief Operating Officer
+1 312 676-4411
jberk@knowledgeadvisors.com
www.knowledgeadvisors.com
Events:
Analytics Symposium March 5-7 New Orleans (Executive Reporting)
http://www.knowledgeadvisors.com/events/symposium/
Learning Analytics 2 Day Workshop April 25-26 Chicago
http://www.knowledgeadvisors.com/events/workshops/learning-analytics-2-day-
workshop/
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