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TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 35YR 65 / G 174 / B 173
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
Approach to Extend TDRp to All Talent Development Processes
by: Dave Vance President Manage Learning LLC
Peggy Parskey Strategic Measurement Consultant KnowledgeAdvisors
Revised - May 22, 2012
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Phase 3 Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Recommendation 1: Report on 14 Human Capital Processes with a Focus on the Six Key Processes . . . . . . . . . . 5
Recommendation 2: Employ the Same Organization of Data, Statements, and Reports Used in Phase 2 . . . . . . 18
Appendix: Processes & Sub-Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Approval of Phase 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
FiguresFigure 1: Talent Process Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Figure 2: Key Outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Figure 3: Key Talent Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Figure 4: Supporting Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Figure 5: Six Key Talent Processes & Eight Supporting Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Figure 6: Leadership Development Process Relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Figure 7: Talent Acquisition Process Relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Figure 8: Workforce Planning Process Relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Figure 9: Potential Process Drivers for Talent Outcomes and Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Figure 10: Potential Process Drivers for Key Talent Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Figure 11: Holistic Executive Reporting Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Figure 12: Talent Outcome Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Figure 13: Executive Summary Report for Talent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Table of Contents
TDRp Phase 3 Approach
www.TDRprinciples.org
TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
| Page 2www.TDRprinciples.org
TDRp Phase 3 Approach
Revised - May 22, 2012TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
Leading practitioners and thought leaders in talent development are working to-
gether to implement reporting standards for talent development . The inspiration
for this work is the set of Generally Accepted Accounting Principles (GAAP),
which have provided accountants with standard definitions and statements (like
the income statement and balance sheet) since 1939 . Like the accounting profes-
sion, talent development should have its own reporting principles, standards,
and consistently defined measures to provide structured guidance to practitio-
ners and to allow for meaningful comparisons among organizations . We have
named these evolving standards the Talent Development Reporting principles
(TDRp) .
Kent Barnett, CEO, Chairman and founder of Knowledge Advisors, and Tamar
Elkeles, VP of Learning and Organization Development at Qualcomm, launched
this effort in the fall of 2010 . The work will be completed in phases with the first
two phases focused on learning and development . Kent and Tamar established
an executive council comprised of leading learning practitioners and recruited
the author to help with the effort . They also established an advisory group of
thought leaders in the field including:
• Jac Fitz-enz (CEO, Human Capital Source)
• Rob Brinkerhoff (Professor Emeritus, Western Michigan University)
• Jack Phillips (Chairman, ROI Institute)
• Josh Bersin (CEO and President, Bersin & Associates)
• Frank Anderson (President, Strategic Public Sector Solutions, LLC)
• Laurie Bassi (CEO, McBassi & Company)
• Dave Vance (President, Manage Learning LLC, and formerly President,
Caterpillar University)
ASTD and several leading accounting firms have since endorsed the work
as well .
The team’s recommendations, approved by the executive council in March 2011,
include the following:
1 . Adopt a set of eight guiding principles
2 . Adopt standard measures and definitions
3 . Adopt three foundational statements
4 . Adopt three executive reports
Introduction
| Page 3www.TDRprinciples.org
TDRp Phase 3 Approach
Revised - May 22, 2012TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
The three foundational statements will be our industry’s equivalent of the
income statement, balance sheet, and cash flow statement . The recommended
statements are the outcome statement, the effectiveness statement, and the
efficiency statement . Similar to the three accounting statements, each TDRp
statement has a standard and defined format, while allowing flexibility in the
elements or measures depending on the industry and organization circumstances .
Moreover,the formal, written definitions of TDRp measures should drive consis-
tency in use and calculation by all organizations . This consistency in reporting
and definitions will not only provide much needed guidance but will also enable
more robust benchmarking across companies .
The three executive reports are highly customizable (each organization chooses
which measures to include) and are intended form managing the talent function
to deliver the planned results . The recommended reports are the summary report,
program or initiatives reports, and the operations report . Although the chosen
measures will differ by organization, there are common recommended elements
for each of these reports .
Phase 2 concluded in January 2012 with TDRp fully defined for L&D . Con-
current with the conclusion of Phase 2, Phase 3 was launched with the goal of
agreeing on an approach to expand the TDRp work of the first two phases to the
rest of talent development . Since the scope in Phase 3 is significantly broader
than for the first two phases, the executive council and group of industry experts
has been reconstituted . The new executive council, comprised of leading practi-
tioners, includes:
• Carrie Beckstrom (VP of Learning and Performance, ADP) as chair
• Cedric Coco (SVP of Learning and Organizational Effectiveness, Lowe’s)
• Kevin Jones (Director of Global Human Capital, PWC)
• Karen Kocher (CLO, CIGNA)
• David Kuhl (SVP of Global Talent Management & CLO, First Data)
• Claudia Rodriguez (VP and Head of Motorola Solutions Learning,
Motorola Solutions)
• Sandy Shaw (VP of Talent Development, Sodexo)
• David Sylvester (Director of Leadership Development & Talent Management,
Booz Allen Hamilton)
• Lou Tedrick (SVP of Workforce Development, Verizon Wireless)
• Sandra Dillon (Director, HR Alignment, Global People Team, Ernst & Young)
• Robert Cabanelas (Head of Talent Management, Motorola Solutions)
Phase 3 was launched
with the goal of
agreeing on an
approach to expand
the TDRp work of
the first two phases
to the rest of talent
development.
TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting Principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 35YR 65 / G 174 / B 173
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
| Page 4www.TDRprinciples.org
TDRp Phase 3 Approach
Revised - May 22, 2012TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
The new advisory group of thought leaders include:
• Laurie Bassi (CEO, McBassi & Company)
• Jac Fitz-enz (CEO, Human Capital Source)
• Josh Bersin (CEO and President, Bersin & Associates)
• Frank Anderson (President, Strategic Public Sector Solutions, LLC)
• Kevin Oakes (CEO, i4cp)
• Dave Vance (President, Manage Learning LLC, and formerly President,
Caterpillar University)
• Kent Barnett (CEO of KnowledgeAdvisors)
• Peggy Parskey (Strategic Measurement Consultant, KnowledgeAdvisors)
This Phase 3 document presents the approved approach to apply the exist-
ing TDRp framework to the rest of talent development. It also provides
the process and background leading to the recommended approach. The
document was originally approved in March with revisions ratified in
April. Phases 4 and 5 will employ this approach to categorize measures and
generate statements and reports for the other key and supporting talent
processes.
General Recommendation
The goal was to apply the principles already developed to the other talent de-
velopment processes . The intent was to maintain a common, consistent, simple
approach so that the final set of principles can be easily understood and broadly
applied . Two specific recommendations were approved in Phase 3:
1 . Report on six key talent processes (e .g ., Leadership Development and Per-
formance Management) and eight supporting processes (e .g ., Talent Strategy
& Alignment, Metrics & Analytics, Workforce Planning, and HR Services),
grouping the various talent development measures into outcome, effective-
ness, and efficiency categories . It is understood that some organizations may
group them differently or call them by other names . Executive reporting
should fit the needs of the organization . The measures themselves, however,
should be consistently defined and high-level reports should contain certain
common elements .
2 . Employ the same organization of data and types of statements (outcome, ef-
fectiveness, and efficiency) and the same types of reports (summary, programs
or initiatives, and operations) that were used in the first two phases for L&D .
Our next steps, Phases 4 and 5, are to 1) create additional sample statements and
reports, 2) organize talent measures for outcomes, effectiveness, and efficiency
by process, and 3) provide definitions for these measures . Our goal is to com-
Phase 3 Approach
| Page 5www.TDRprinciples.org
TDRp Phase 3 Approach
Revised - May 22, 2012TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
plete a first draft for Phase 4 by October 2012, which will focus on key processes
and talent outcomes . Phase 5 will focus on the supporting processes and will
begin in 2013 . We will leverage others’ work whenever possible, including the
work underway by SHRM to define measures . Most importantly, we will con-
tinue to value progress over perfection . We realize talent development processes
are very complex and inter-related with many hundreds of potential measures .
We will strive to be practical, to focus on many hundreds of potential measures .
We will strive to be practical, to focus on the greatest need, and to generate the
simplest and most consistent guidance possible .
Report on 14 Human Capital Processes with a Focus on the Six Key Processes
A literature review by John Mattox of KnowledgeAdvisors on human capital
models and processes identified numerous candiates for inclusion in our frame-
work beyond L&D . John identified the following general candidates for consid-
eration, which served as our starting point:
Human Capital Process Bersin?
CommunicationsCompensation & Benefits YCompetency Management YDeployment / Planning / Mobility (Workforce Planning) YEngagementHR Services, Technology, Centers of ExcellentL&D YLeadership and Leadership Development YPerformance Management (goal setting, evaluations, performance coaching) YRecruiting YRetentionTalent Strategy Y
His research shows that APQC employs all of these, but most practitioners use a
subset and many group several processes together resulting in a shorter list . Josh
Bersin, for example, uses ten processes in his very comprehensive framework
where eight are the same or similar to those denoted with a “Y” above plus Suc-
cession Management and Career Management . (Some organizations combine
Leadership Development with L&D, others with Succession Management . We
will define Leadership Development to include Succession Management .) In ad-
dition, Jac Fitz-enz suggested adding Human Capital Analytics, which Josh also
has as a supporting element in his framework along with Governance . Jac also
recommended adding Capability to Competency Management to indicate that the
focus is not just on current competency levels but on future employee capability .
Suggestions were also made to include Change Management and Organizational
Recommendation 1:
Numerous candidates
were identified as
potential talent
processes.
TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting Principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 35YR 65 / G 174 / B 173
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
| Page 6www.TDRprinciples.org
TDRp Phase 3 Approach
Revised - May 22, 2012TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
Development as well as culture . We will revisit the list and refine the selection
after distinguishing between talent processes and talent outcomes .
As we worked with the above list, it became apparent that the “candidates” from
John’s research for processes or models are indeed very different . Some sup-
port high-level outcomes and some are better viewed as high-level outcomes
themselves . Some represent departments, while others do not . Some are perma-
nently staffed, while others are not . Some, like L&D, are driven by numerous
programs, initiatives, or other activities and might best be considered a process .
Others, like Engagement, are driven solely by other talent development process-
es (e .g ., L&D, Leadership Development, Talent Acquisition, etc .) and might best
be considered an outcome . They are still very important and we will report on
them, but we will treat them differently in our statements and reports .
A process typically would have a process owner, dedicated staff, and numer-
ous sub-processes or initiatives . Talent outcomes such as Engagement or Re-
tention may have an owner but often do not have dedicated staff or a named
group . (How many Engagement or Retention Departments are there?) More
importantly, human talent outcomes like Engagement or Retention usually are
not achieved through their own unique sub-processes or initiatives . A plan to in-
crease engagement scores would probably consist of plans to improve leadership
development, provide more learning, improve performance management, and/
or hire/promote better leaders . All of these activities are already encompassed in
other processes . Accordingly, we have a way to distinguish talent outcomes from
processes . A talent outcome will not have any (or only minor) unique initiatives
or sub-processes associated with it . Instead, it will be achieved through the other
human capital processes .
Consequently, we will treat Engagement and Retention as outcomes of human
capital processes . (In response to the group’s suggestion, we also added Culture
to Engagement since they are so closely related .) For example, high quality
Leadership Development, L&D, and Performance Management should contrib-
ute to higher Engagement and a more productive, positive Culture . Similarly, we
recommend that Leadership be an outcome where it means the quality of leader-
ship (separate from Leadership Development activities, which contribute to it) .
Likewise, we suggest listing Employee Performance (the outcome) separately
from Performance Management (the process) . Lastly, following the recom-
mendation of the group on March 5, we added a talent outcome for Diversity &
Inclusion .
(Note: You could view Engagement, Leadership, and Retention as intermediate
goals in support of higher-level organization goals like increasing profitability.
Likewise, you could view increasing market share or decreasing costs as inter-
Each process typically
has a process
owner, dedicated
staff, and numerous
subprocesses or
initiatives.
TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting Principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 35YR 65 / G 174 / B 173
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
| Page 7www.TDRprinciples.org
TDRp Phase 3 Approach
Revised - May 22, 2012TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
mediate goals to increasing profitability. In Phases 1 and 2, we did not make
this distinction. If an organization included increasing sales or market share or
reducing costs or injuries as high-level goals, then we referred to them as high-
level goals. We will do the same here rather than adding another layer. If an
organization considers Engagement, Leadership, Retention or Employee Man-
agement to be a high-level goal, then so will we.)
Now, consider the nature of an outcome statement as we defined it in Phases 1
and 2 . The outcome statement is a place to collect all the key initiatives for a
process (like L&D), align the initiatives to organization goals, and capture the
expected impact of the initiatives on those goals . For L&D, the outcome state-
ment will contain many high-level organization goals like increasing sales or
reducing costs as well as the expected impact of L&D initiatives in achieving
those goals . Likewise, the outcome statement for Talent Acquisition (broader
than just Recruiting) would contain initiatives required to achieve organization
goals (like opening a new plant or expanding into developing markets) .
Many other talent processes, however, are more likely to support talent out-
comes than non-talent outcomes (e .g ., increasing sales by 10%) . Many organiza-
tions have specific high-level goals to improve Engagement, Leadership, and
Retention . In these cases, the L&D outcome statement will likely include goals
for Engagement, Leadership, and Retention, and its expected impact on achiev-
ing those goals, in addition to its expected impact on other goals like increas-
ing sales or reducing injuries . Likewise the outcome statements for Leadership
Development, Talent Acquisition, and the other processes are likely to include
goals and expected impacts on Leadership, Engagement, Retention, Perfor-
mance, and Diversity & Inclusion (on some or all) . Moreover, some processes
like Performance Management, for some organizations, may not directly con-
tribute to ANY organization outcomes like increasing sales . In these cases, their
outcome statement will consist solely of the human capital outcomes to which
they contribute .
To summarize, we recommend treating Engagement & Culture, Leadership, Re-
tention, Performance, and Diversity & Inclusion as talent outcomes rather than
as talent processes, which is consistent with Josh Bersin’s approach . These rep-
resent talent-related organizational outcomes . While not every organization may
have a high-level goal for each of these outcomes, many will have a goal for at
least several of them, along with goals for numerous non-talent outcomes like
sales, cost, productivity, customer satisfaction, safety, etc . Both sets of outcomes
(talent and non-talent) are included in the Outcomes box depicted at the top of
Figure 1 and further described in Figure 2 . (Note: Some organizations may have
additional talent outcomes like talent acquisition .)
| Page 8www.TDRprinciples.org
TDRp Phase 3 Approach
Revised - May 22, 2012TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
Outcomes*
Sales Cost Productivity Customer Satisfaction Safety
Leadership Quality
Engagement & Culture
Employee Performance
Diversity & Inclusion Retention
Outcomes
Key Talent ProcessesThese talent processes have a direct impact on organizational outcomes.
Supporting ProcessesThese talent processes enable the key talent processes to achieve the desired outcomes efficiently and effectively.
Outcomes
Key Talent ProcessesThese talent processes have a direct impact on organizational out-comes.
Supporting ProcessesThese talent processes enable the key talent processes to achieve the desired outcomes efficiently and effectively.
*Outcomes in the first row are examples of non-talent outcomes. Outcomes in the second row are talent outcomes.
Figure 1: Talent Process Framework
Figure 2: Key Outcomes
| Page 9www.TDRprinciples.org
TDRp Phase 3 Approach
Revised - May 22, 2012TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
Outcomes are achieve through Key Talent Processes, which are defined as those
talent processes with a direct impact on the organizational outcomes . We recom-
mend six Key Talent Processes:
• Talent Acquisition • Leadership Development
• Learning & Development • Performance Management
• Capability Management • Total Rewards
These are shown in Figure 3 and are further defined by their sub-processes and
sample outputs in the appendix . A Key Talent Process typically exists as a named
group or function within the organization such as the “L&D Department .”
Key Talent Processes
Talent Acquisition
Learning & Development
Performance Management
Leadership Development
Capability Management
Total Rewards
Outcomes
Key Talent ProcessesThese talent processes have a direct impact on organizational out-comes.
Supporting ProcessesThese talent processes enable the key talent processes to achieve the desired outcomes efficiently and effectively.
Focus on efficiency and effectiveness of these processes
Next, we recommend including eight talent processes as supporting Processes .
These processes enable the Key Talent Processes to achieve the desired out-
comes effectively and efficiently . The eight Supporting Processes include the
following:
• Talent Strategy • Metrics & Analytics
• HR Services • Organizational Development
• Communications • Talent Infrastructure
• Change Management • Workforce Planning
These are shown in Figure 4 and are further defined by their sub-processes and
sample outputs in the appendix .
A Key Talent Process
directly impacts
outcomes and typically
exists as a named
group or function
within the organization.
We recommend
reporting six Key
Talent Processes.
Supporting processes
allow the Key
Talent Processes to
achieve the desired
outcome effectively
and efficiently. We
recommend eight
Supporting Processes.
TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting Principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 35YR 65 / G 174 / B 173
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting Principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 35YR 65 / G 174 / B 173
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
Figure 3: Key Talent Outcomes
| Page 10www.TDRprinciples.org
TDRp Phase 3 Approach
Revised - May 22, 2012TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
In summary, we recommend a total of 14 talent processes (six key, eight sup-
porting processes) to begin our Phase 4 work of assigning effectiveness and ef-
ficiency measures to talent processes . As our work progresses, we may find that
several can be combined, but we prefer to start with these 14 which encompass
all the recommendations made by the group .
Figure 5 shows all 14 processes as well as the outcomes which may be achieved
in part or in total through the various talent processes .
(Note: Just a few potential non-talent outcomes are shown. Each organization
will have its own set of desired outcomes including a mix of talent and non-
talent outcomes.)
Supporting Processes
Talent Strategy Metrics & AnalyticsHR Services Talent Infrastructure Change Management
Workforce Planning Organizational Development Communications
Outcomes
Key Talent ProcessesThese talent processes have a direct impact on organizational out-comes.
Supporting ProcessesThese talent processes enable the key talent processes to achieve the desired outcomes efficiently and effectively.
These processes support the key talent processes and enable them to achieve the desired outcomes.We recommend 14
talent processes to
group effectiveness
and efficiency
measures in Phase 4.
TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting Principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 35YR 65 / G 174 / B 173
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
Figure 4: Supporting Processes
| Page 11www.TDRprinciples.org
TDRp Phase 3 Approach
Revised - May 22, 2012TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
Outcomes
Sales Cost Productivity Customer Satisfaction Safety
Leadership Quality
Engagement & Culture
Employee Performance
Diversity & Inclusion Retention
Key Talent Processes
Talent Acquisition
Learning & Development
Performance Management
Leadership Development
Capability Management
Total Rewards
Supporting Processes
Talent Strategy Metrics & Analytics
HR Services Talent Infrastructure
Change Management
Workforce Planning Organizational Development Communications
Many of the key processes will contribute to the achievement of multiple out-
comes (for example, L&D may contribute to achieving the desired sales, cost,
safety, leadership, and engagement outcomes) . Some might say that some of
these outcomes themselves contribute to the achievement of other outcomes
(Leadership contributes to Engagement, Engagement and Leadership contribute
to Retention, Safety contributes to Cost, etc .) . Likewise, the supporting process-
es contribute to multiple key processes . So, not surprisingly, we have complex
interactions among many of these outcomes and processes .
As an example of these complex relationships, Figure 6 provides more detail
Figure 5: Six Key Talent Processes & Eight Supporting Processes
| Page 12www.TDRprinciples.org
TDRp Phase 3 Approach
Revised - May 22, 2012TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
for the primary process of Leadership Development showing the other processes
that contribute to it as well as the outcomes and other processes it supports .
Figure 7 shows similar detail for Talent Acquisition, and Figure 8 shows detail
for the supporting process of Workforce Planning . (The interrelations are not
intended to be a comprehensive list . We will add, substract, and refine as we
proceed .
Figure 6: Leadership Development Process Relationships
Outcomes
Sales Cost Productivity Customer Satisfaction Safety
Leadership Quality
Engagement & Culture
Employee Performance
Diversity & Inclusion Retention
Key Talent Processes
Talent Acquisition
Learning & Development
Performance Management
Leadership Development
Capability Management
Total Rewards
Supporting Processes
Talent Strategy Metrics & Analytics
HR Services Talent Infrastructure
Change Management
Workforce Planning Organizational Development Communications
KeyInfluences outcomes
Influenced by a process
Influences a process
Some Key Talent
Processes will
contribute to multiple
outcomes.
TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting Principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 35YR 65 / G 174 / B 173
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
| Page 13www.TDRprinciples.org
TDRp Phase 3 Approach
Revised - May 22, 2012TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
Figure 7: Talent Acquisition Process Relationships
Outcomes
Sales Cost Productivity Customer Satisfaction Safety
Leadership Quality
Engagement & Culture
Employee Performance
Diversity & Inclusion Retention
Key Talent Processes
Talent Acquisition
Learning & Development
Performance Management
Leadership Development
Capability Management
Total Rewards
Supporting Processes
Talent Strategy
Metrics & Analytics
HR Services Talent Infrastructure
Change Management
Workforce Planning Organizational Development Communications
| Page 14www.TDRprinciples.org
TDRp Phase 3 Approach
Revised - May 22, 2012TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
Figure 8: Workforce Planning Process Relationships
Outcomes
Sales Cost Productivity Customer Satisfaction Safety
Leadership Quality
Engagement & Culture
Employee Performance
Diversity & Inclusion Retention
Key Talent Processes
Talent Acquisition
Learning & Development
Performance Management
Leadership Development
Capability Management
Total Rewards
Supporting Processes
Talent Strategy Metrics & Analytics
HR Services Talent Infrastructure
Change Management
Workforce Planning Organizational Development Communications
Supporting Processes
will contribute to
multiple Key Talent
Processes.
TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting Principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 35YR 65 / G 174 / B 173
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
| Page 15www.TDRprinciples.org
TDRp Phase 3 Approach
Revised - May 22, 2012TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
Figure 9 provides list of potential key process drivers for the five human talent
outcomes . A similar list of process drivers could be constructed for other orga-
nizational outcomes like sales or cost, but the list typically is much more depen-
dent on the particular organization where as it is easier to generalize about the
drivers of talent outcomes .
Figure 9: Potential Process Drivers for Talent Outcomes and Processes
Leadership Engagement & Culture Performance
• Leadership Development
• L&D• Talent Acquisition
• Leadership Development
• L&D• Talent Acquisition• Performance
Management• Total Rewards• Capability Management
• Leadership Development• L&D• Talent Acquisition• Performance
Management• Total Rewards
Retention Diversity & Inclusion
• Leadership Development
• L&D• Talent Acquisition• Performance
Management• Total Rewards• Capability Management
• Leadership Development
• L&D• Talent Acquisition• Total Rewards• Capability Management
Figure 10 below depicts the six Key Talent Processes and the potential process
drivers for each .
Figure 10: Potential Process Drivers for Key Talent Processes
Leadership Development L&D Talent Acquisition
• Capability Management• L&D• Talent Acquisition
• Capability Manage-ment
• Talent Acquisition• Change
Management
• Capability Management• L&D• Leadership Development• Workforce Planning
Performance Management Total Rewards Capability Management
• Capability Management• L&D• Leadership Management• Communication
• Performance Management
• Talent Acquisition• Communication• Workforce Planning
• Talent Acquisition• Workforce Planning
| Page 16www.TDRprinciples.org
TDRp Phase 3 Approach
Revised - May 22, 2012TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
Employ the Same Organization of Data, Statements, and Reports Used in Phase 2
We recommend employing the same organization of data and types of statements
(outcomes, effectiveness, and efficiency) and the same types of reports (summa-
ry, programs or initiatives, and operations) that were used in the first two phases
for L&D . Figure 11 shows conceptually how the measures feed into the three
statements, which in turn provide the data for the three management reports .
Figure 11: Executive Reporting Process
Recommendation 2:
Senior Executives Talent Development Executives
Extract, convert and calculate Standard Measures
Talent Development Summary Report
QUARTERLY MONTHLY
Talent Development Operations Report (6)MONTHLY
EXECUTIVE REPORTS
Outcome Statement
Efficiency Statement
(5)
EffectivenessStatement
(5)
FinancialSystems
TalentAcquisition
* Data Sets can be organized by processes and/or efficiency, effectiveness and outcomes.
LeadershipDevelopment
Learning &Development
CapabilityManagement
PerformanceManagement
TotalRewards
Outcomes Effectiveness Efficiency
Non-Financial,Non-TDR Systems
Evaluation EOS Systems
Others: HRS, LMS, CRM, ERP
DATA SETS*
DATA SOURCES
GU
ID
IN
G
PR
IN
CI
PL
ES
STATEMENTS
Talent Development Program Report (6)
Talent Development Processes
| Page 17www.TDRprinciples.org
TDRp Phase 3 Approach
Revised - May 22, 2012TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
However, since we now have multiple talent development processes, it is antici-
pated that for some complex organizations there may be statements and reports
generated for each process as well as at the SVP of HR level and the CEO level .
Other organizations may simplify their reporting . Regardless of how many
statements, reports, or measures are generated, the key is to remember our goal:
provide a simple, consistent process with the appropriate measures to drive the
right decisions .
The three statements (outcome, effectiveness, and efficiency) may be generated
for each process, just as they were for L&D . Alternatively, outcome measures
might be grouped into one statement for talent development . (Organizations ear-
ly in their reporting journey might also generate a single statement for effective-
ness and a single statement for efficiency with each containing the key measures
across talent development .) In addition, the SVP of HR will typically be inter-
ested in an outcome statement showing the most important outcome measures
for Key Talent Processes, an effectiveness statement showing key effectiveness
measures for select Key Talent Processes, and an efficiency statement showing
key efficiency measures for select Key Talent Processes .
If we treat Engagement, Leadership, Employee Performance, Retention, and
Diversity & Inclusion as talent outcomes rather than processes, then we would
not have the same type of TDRp outcome statements for them as we have for the
processes . (Note: The talent outcomes will appear as outcomes in TDRp process
outcome statements and in the talent summary report . For example, an enterprise
talent summary report would include not just the impact of talent initiatives on
goals like increasing sales and reducing costs, but also on the goals of increasing
engagement and improving leadership .) We recommend a second type of out-
come statement or report for the SVP of HR and the stakeholders of the outcome
(if they exist), which pulls together all the key process initiatives in support of
each talent outcome . Depending on the number of initiatives, this statement
might include initiatives for all five talent outcomes or a unique statement could
be generated for each outcome . Figure 12 provides an example of what such
statement might look like for four outcomes . (Diversity & Inclusion could also
be added)
The three statements
(outcome,
effectiveness, and
efficiency) may be
generated for each
process, just as they
were for L&D.
Alternatively, outcome
measures might be
grouped into one
statement for talent
development.
TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting Principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 35YR 65 / G 174 / B 173
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
| Page 18www.TDRprinciples.org
TDRp Phase 3 Approach
Revised - May 22, 2012TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
Figure 12: Talent Outcome Statement
TDRp Phase 3 Approach
www.TDRprinciples.org | Page: 17
2011 2012 2012
Actual Plan YTD Actual
Engagement
Organization Goal: Increase EOS Score (1) points 0.20 4.00 2.50
Impact of Talent Development Initiatives
L&D points NA 1.50 1.00
Leadership Development points NA 1.00 0.50
Performance Mgt points NA 0.50 0.25
Economy, Other factors points NA 1.00 0.75
Leadership
Organization Goal: Increase EOS Score(1) points 1.50 4.00 2.00
Impact of Talent Development Initiatives
Leadership Development points 1.00 3.00 1.50
Talent Acquistion points 0.50 1.00 0.50
Retention
Organization Goal: Increase in Retention points -2.00 3.00 3.00
Impact of Talent Development Initiatives points 3.00 5.00 3.00
L&D H/M/L NA High High
Leadership Development H/M/L NA Low Low
Performance Mgt H/M/L NA Low Low
Economy, Other factors points -5.00 -2.00 0.00
Employee Performance
Organization Goal: Increase in Manager Survey Score points -2.00 4.00 3.00
Impact of Talent Development Initiatives H/M/L NA Medium Medium
Performance Mgt H/M/L NA High High
Leadership Development H/M/L NA Medium Medium
L&D H/M/L NA Low Low
Note: (1) EOS is semi-annual Employee Opinion Survey
Figure 12: Talent Outcome Statement
| Page 19www.TDRprinciples.org
TDRp Phase 3 Approach
Revised - May 22, 2012TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
The Talent Outcome Statement in Figure 12 is a special statement that shows the
expected relative impact of key talent initiatives on talent outcomes . The state-
ment may also include the expected impact of non-talent related factors like the
economy or a merger on talent outcomes . The impact forecasts and estimated
actuals are best guesses meant to highlight the relative importance of the differ-
ent initiatives and provoke discussion about reasonable impacts of each pro-
cess . For example, is it reasonable for the outcome of leadership to believe that
leadership development will be significantly more impactful for the year than
talent acquisition? Are there other key factors to be considered? For retention,
can the planned talent initiatives offset the expected impact of a much stronger
economy, which is likely to cause the loss of employees to other companies?
This is not an academic exercise for SVPs of HR whose performance will be
judged on whether the planned increases in talent outcomes are delivered . The
goal is to provoke a good discussion, make sure all factors are considered,
consider the relative impact of each factor, and be reasonably right so that
the goal can be achieved. Figure 12 illustrates a purely quantitative approach
for engagement and leadership, but a more qualitative approach for retention and
performance . Each organization needs to find an approach that works for them .
The Talent Outcome Statement contributes to the Talent Summary Report in
Figure 13 .
It is anticipated that the primary talent outcomes would not have effectiveness
or efficiency statements since these are intended for processes . If we discover a
need for some type of effectiveness or efficiency statement for the talent out-
comes as we proceed, we will make that recommendation .
Summary reports, program or initiative reports, and operations reports may also
be generated for each process like L&D, leadership development, performance
management, etc . Alternatively, an organization might generate just one sum-
mary report, one program report, and one operations report focusing on the key
measures across all talent management processes . If an organization generates
reports for numerous processes, there typically will be a high-level summary
report for the SVP of HR showing the impact of talent development on key orga-
nization goals as well as other key measures from each process . Finally, a very
high-level summary report should be generated for the CEO and other non-HR
senior leaders, which contains the most important talent development measures
and will not necessarily include measures from each process . Figure 13 provides
an example of a Talent Summary Report for the CEO, which is in the same for-
mat as an L&D Summary Report .
The Talent Outcome
Statement is a special
statement showing the
expected impact of
Key Talent Processes
on talent outcomes.
Summary reports,
program or initiative
reports, and operations
reports may also be
generated for each
talent process.
TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting Principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 35YR 65 / G 174 / B 173
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting Principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 35YR 65 / G 174 / B 173
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
| Page 20www.TDRprinciples.org
TDRp Phase 3 Approach
TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
Figure 13: Executive Summary Report for Talent
TDRp Phase 3 Approach
www.TDRprinciples.org | Page: 19
2011
Impact Actual Plan Jun YTD % Plan Forecast
Top Priority Organization Goals and Talent Initiatives
Marketing: Increase Sales
Corporate goal or actual % 2% 20% 15% 20%
Impact of L&D % NA 8% 6% 8%
Total participants Number 386 400 300 75% 450
Impact of Talent Acquisition % NA 4% 2% 4%
Total new hires in Marketing Number 386 40 20 50% 40
Safety: Reduction in Injuries
Corporate goal or actual % 2% 30% 15% 30%
Impact of L&D % NA 21% 10% 21%
Total participants Number 386 5,000 2,897 58% 5,000
Engagement: Increase in Engagement Score
Corporate goal or actual points .2 pts 4 pts 2.5 pts 60% 4 pts
Impact of L&D points NA 1.5 pts 1 pt 100% 1.5 pts
Total participants Number 24,589 35,000 18,587 53% 35,000
Impact of Leadership Development (see below for detail) points NA 1 pt .5 pt 50% 1 pt
Impact of Performance Mgt points NA .5 pt .3 pt 50% .5 pt
Leadership: Increase Leadership Score
Corporate goal or actual points 1.5 pts 4 pts 2 pts 60% 4 pts
Impact of Leadership Development points 1 pt 3 pts 1.5 pts 33% 3 pts
Total program participants Number 546 1,500 845 56% 1,500
Leaders moved Number 89 200 95 48% 200
Impact of Talent Acquisition points .5 pt 1 pt .5 pt 50% 1 pt
New leaders hired Number 34 100 62 62% 100
Effectiveness
Participant feedback for L&D, Ldrship Dev % favorable 75% 85% 81% 83%
New hire feedback % favorable 68% 90% 78% 85%
Sponsor feedback % favorable 75% 80% 77% 78%
Application rate for L&D % who applied it 61% 75% 78% 79%
Efficiency
% of employees reached by L&D % 82% 95% 88% 94%
% of ee's with development plan % 67% 90% 87% 88%
Reduction in cost per hire % 1% 10% 12% 12%
% of leaders developed % 32% 50% 55% 55%
Human Capital Investment
Talent Development Expenditure Million $ $101.2 $115.0 $54.5 47% $114.0
Cost Reduction (internal to Talent Development) Million $ $1.1 $3.0 $1.3 $0.4 $3.0
For 2012
Figure 13: Executive Summary Report for Talent
| Page 21www.TDRprinciples.org
TDRp Phase 3 Approach
Revised - May 22, 2012TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
The report shows the impact of key talent initiatives on the four highest-priority
organization goals as well as some key effectiveness and efficiency measures .
Just as with L&D in the first two phases, the planned impacts of the talent initia-
tives must come from discussions with the sponsors of goals like increasing sales
and reducing injuries . For talent outcomes like Engagement and Leadership,
the SVP of HR is likely to be the sponsor so the discussions will be internal to
HR (if all the process owners report to the SVP of HR) . In any case, the planned
impacts are best guesses and serve to provoke a discussion about the relative
contribution of each process’s initiatives and the feasible impact each may have
on the goal . For example, is L&D likely to have twice the impact of talent ac-
quisition on increasing sales? Can the initiatives for L&D and talent acquisition
really contribute 60% of the planned 20% increase in sales (in other words, can
they lead to a 12% increase in sales?) If not, reduce their expected impact to a
more reasonable number .
Again, the recommendation is to use the same approach outlined in Phases 1 and
2, but allow for the likelihood of statements and reports at the SVP of HR level,
which summarize key measures from all the talent development processes . It
is anticipated that organizations will focus their reporting on the most impor-
tant processes and initiatives, and especially in the early stages of deployment,
may have just one outcome statement (instead of one for each process) which
captures the key organization goals and the impact of key talent development
processes on achieving those goals .
In summary, we recommend using the same structure for statements and reports
employed in Phases 1 and 2 for the other talent development processes . We also
recommend distinguishing talent outcomes from processes and the key talent
processes from the enablers and supporting talent processes .
Our next steps are to 1) create additional sample statements and reports, 2) orga-
nize talent measures for effectiveness and efficiency by process, and 3) provide
definitions for these measures . Our goal is complete a first draft by October
2012 . We will leverage others’ work whenever possible, including the work
underway by SHRM to define measures . Most importantly, we will continue to
value progress over perfection . We realize talent development processes are very
complex and inter-related with many hundreds of potential measures . We will
strive to be practical, to focus on the greatest need, and to generate the simplest
and most consistent guidance possible .
The Talent
Summary Report
highlights the most
important outcome,
effectiveness, and
efficiency measures
for talent.
We will continue to
value progress over
perfection. We will
strive to be practical,
to focus on the
greatest need, and to
generate the simplest
and most consistent
guidance possible.
TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting Principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 35YR 65 / G 174 / B 173
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting Principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 35YR 65 / G 174 / B 173
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
Conclusion
| Page 22www.TDRprinciples.org
TDRp Phase 3 Approach
Revised - May 22, 2012TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
Processes & Sub-Processes(B) indicates that the Process or Sub-processes are in the Bersin Framework
Process Sub-Processes Sample Outputs
Primary Talent Processes
Talent Acquisition (B)
• Recruiting (B)• Assessment (B)• Selection (B)• Onboarding (B)
• Candidate pools (B)
Learning & Development (B)
• Needs analysis• Performance consulting• Solution design, development
& delivery• Knowledge management (B)
• Stakeholderneedsdefinition• Learning portfolio• Performance support tools
Capability Management
• Skills Assessment & Transferability (B)• Career planning & development (B)• Competency model development and
maintenance• Talent reviews• Talent pool management• Succession management for lowerlevel
leaders and all others
• Jobprofiles(B)• Role-based competencies (B)• Expected behaviors (B)• Coaching & mentoring programs• Talent mobility plan
Leadership Development (B)(Including succes-sion management for key leadership positions)
• Assessment & evaluation (B)• Executive education (B)• Solution design, development &
delivery of Leadership courses• Succession Management (B) - Assessment & calibration (B) -HiPoidentification(B) - Talent reviews (B) - Talent pool management (B) - Bench strength assessment
• Leadership curriculum• Job rotation program•Talentprofiles• Leadership bench
Performance Management (B)
• Goal alignment and goal setting (B)• Recognition processes/programs• Skills Gap Analysis (B)• Development Planning• Performance evaluation &
calibration (B)
• Organization goals• Recognition program• Performance plans• Coaching & development plans
Total Rewards • Rewards• Compensation modeling (B)•Benefitplanning
• Rewards program• Performance-based compensation
systems
Supporting Processes
HR Services (B) • Payroll administration• Employee relationships• Employee health and safety
• Employee policies (e.g., safety, ADA)
Communications • Communications planning • Communication plans & programs
Appendix
| Page 23www.TDRprinciples.org
TDRp Phase 3 Approach
Revised - May 22, 2012TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
Continued...
Process Sub-Processes Sample Outputs
Change Management
• Change Management planning• Change Management skills
development planning
• Change management plans & programs
Organization Development (OD)
• OD planning• OD skills development planning
• OD plans & programs
Talent Infrastructure • Process design & mapping (B)• Talent systems requirements• Talent systems implementation &
maintenance
• Talent systems
Workforce Planning • Enterprise skills gap assessment (B)•Criticalrolesidentification(B)• Critical talent assessment (B)• Talent forecasting (B)• Diversity & inclusion planning (B)• Scenario Planning (B)
• Enterprise skills priorities• Talent segmentation (B)•Criticalrolesdefinition• Talent forecast Diversity &
inclusion plans
Talent Strategy & Alignment (B)
• Alignment and strategic goal setting• Talent Planning Process & Solution
Design (B)
• Engagement strategy (B)• Integration strategy (B)• Talent systems strategy (B)• Change management strategy (B)• Measurement strategy (B)
Metrics & Analytics (B)
• Goal setting• Data collection• Analysis• Reporting
• Talent goals• Talent reports
| Page 24www.TDRprinciples.org
TDRp Phase 3 Approach
TDRP Logo and Color Scheme
Accent Colors
tdrpTalent Development Reporting principles
Logotype Font: Adobe Garamond Pro Regular and Semibold
TDRP Red: 100 M / 95Y
R 237 / G 28 / B 41
TDRP Gray: 60%K
R 128 / G 130 / B 133
70 C / 10 M / 50 YR 72 / G 173 / B 151
45 C / 80 YR 151 / G 203 / B 100
55 M / 90 YR 246 / G 139 / B 51
100 YR 252 / G 239 / B 71
Approval of Phase 3
TDRp Phase 3 Approach
www.TDRprinciples.org | Page: 23
Approval of Phase 3 Signatures: March 5, 2012
Carrie Beckstrom, Chair Kent Barnett, Co-Chair
Frank Anderson Laurie Bassi
Josh Bersin Rosa Colon-Kolacko
David Kuhl Margaret J. Parskey
Claudia Rodriquez Sandy Shaw
Lou Tedrick
Jac Fitz-enz Lisa Doyle
David Vance
TDRp Phase 3 Approach
www.TDRprinciples.org | Page: 23
Approval of Phase 3 Signatures: March 5, 2012
Carrie Beckstrom, Chair Kent Barnett, Co-Chair
Frank Anderson Laurie Bassi
Josh Bersin Rosa Colon-Kolacko
David Kuhl Margaret J. Parskey
Claudia Rodriquez Sandy Shaw
Lou Tedrick
Jac Fitz-enz Lisa Doyle
David Vance
TDRp Phase 3 Approach
www.TDRprinciples.org | Page: 23
Approval of Phase 3 Signatures: March 5, 2012
Carrie Beckstrom, Chair Kent Barnett, Co-Chair
Frank Anderson Laurie Bassi
Josh Bersin Rosa Colon-Kolacko
David Kuhl Margaret J. Parskey
Claudia Rodriquez Sandy Shaw
Lou Tedrick
Jac Fitz-enz Lisa Doyle
David Vance
Signatures: March 5, 2012