an intro to talent development and talent analytics

Introduction to

Talent Development

Reporting Principles

(TDRp)

David Vance, Executive Director

Peggy Parskey, Assistant Director

Center for Talent Reporting

September 9, 2014

Today’s Discussion 2

Talent Development Reporting principles • CTR

Introduction and Background

Framework

TDRp Measures and Statements

TDRp Reports

Conclusion

12/29/2014

Our Sponsors We want to thank the following sponsors for their

support of the Center for Talent Reporting.


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FOUNDING

ORGANIZATION

SILVER SPONSORS

12/29/2014

FOUNDING GOLD

SPONSOR

Cigna and Skillsoft are Founding Silver Sponsors

Our Sponsors We want to thank the following sponsors for their

support of the Center for Talent Reporting.


4

BRONZE SPONSORS

12/29/2014

ADP, Aventus Partners, Bellevue University Human Capital Lab, Development Dimensions International,

McBassi & Company, Motorola Solutions, ROI Institute, Skyline Group, and Tata Interactive Systems are

Founding Bronze Sponsors

Introduction and Background


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Talent Development Reporting

Principles (TDRp)

• Brings principles, standards, definitions, statements, and reports to talent

development

» If accountants have standards, why not L&D and HR?

• Also brings standard management practices to the HR field

• Begun in 2010 by Kent Barnett (KnowledgeAdvisors) and Tamar Elkeles(Qualcomm)

» Engaged industry thought leaders like Fitz-enz, Bassi, Phillips, Bersin, Brinkerhoff, and

CLOs/ Senior Talent Leaders of major organizations

• Mission: Improve & standardize the measurement, reporting, and

management of human capital to increase business value


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Talent Development Reporting

Principles (TDRp)

• TDRp for L&D completed in 2011

• Extended to all HR processes in 2012

» Learning & Development

» Talent Acquisition

» Leadership Development

» Performance Management

» Capability Management

» Total Rewards (C&B)

• Focus on L&D today


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What TDRp Offers

• Standard names and definitions for measures

» Built on work of ATD, SHRM, Fitz-enz, Higgins, others

• Classification of measures into three types

• Three standard statements employing the measures

• Three customizable management reports

• Application of standard management principles to L&D and HR

• Guidance for alignment, reaching sponsor agreement on

impact, creating and executing a plan


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1. Identify the business goals

2. Align L&D and HR initiatives

to business goals and plan

the initiatives carefully

3. Get upfront agreement with

sponsor on expected impact

4. Execute and report with

discipline

5. Measure and evaluate


TDRp Designed to Run L&D and HR

with Business-like Discipline

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These are all standard business practices!

The TDRp Reporting Framework

• What types of measures should be reported?

» Outcome, effectiveness, and efficiency

• How should these measures be organized?

» Into three statements: Outcome, Effectiveness, and Efficiency

• What do leaders want to see?

» Proactive, strategic alignment to their goals

» Plan, Year-to-date results, and Forecast

• How should the measured be reported?

» Three executive reports: Program, Operations, and Summary


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12/29/2014

The Target Audience for TDRp

• Talent leaders and managers

» All those responsible for programs, people, and budgets

• Senior talent leaders

» SVP of HR, CLO, Head of Talent Acquisition,

heads of other talent processes (leadership

development, capability management)

• Senior organizational leaders

» CEO, CFO, EVPs, SVPs, governing boards

• Different reports required for different audiences


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12/29/2014

TDRp Framework

12/29/2014Talent Development Reporting principles • CTR

12

Our Vision: “Talent Development Reporting

principles are broadly accepted and widely

employed as the world-class reporting standard

for all human capital processes.”

Executive Reporting Focus: Standard

Measures

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Data Sources and Systems

Systems and processes for

organizing data, calculating

measures

Specific methodology (e.g.

Phillips, Brinkerhoff)

Statements

Standard Measures

Data

Reports

System Wide

Analytics

Program/ Initiative

Analytics

Standard Measures:

• Efficiency measures: How much? How many? At what cost?

• Effectiveness measures: How well?

• Outcome measures: What is the impact on the business?


Executive Reporting Focus: Three

Statements

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measures



Statements

Standard Measures

Data

Reports

System Wide

Analytics

Program/ Initiative

Analytics

Three Statements:

• Outcome Statement

• Effectiveness Statement

• Efficiency Statement


Executive Reporting Focus 15




measures



Statements

Standard Measures

Data

Reports

System Wide

Analytics

Program/ Initiative

Analytics

Three Reports:

• Summary Report

• Program Report

• Operations Report


Executive Reporting Focus 16

Summary Conclusions, Actionable

Recommendations, Issues for Further Analysis




measures



Scope of

TDRp

Statements

Standard Measures

Data

Reports

System Wide

AnalyticsProgram/ Initiative

Analytics


Executive Reporting ProcessSenior Executives Talent Development Executives

Executive

Reports

Statements

Note:

Data sets can

be organized

by processes

and/or

efficiency,

effectiveness

& outcomes

Data

Sources

TDRp FrameworkG

uid

ing

Prin

cip

les

Financial

Systems

Evaluation,

EOS Systems

Non-Financial,

non-TDR Systems

Others: HRIS,

LMS, CRM, ERP

Outcomes Effectiveness Efficiency

Talent Development

Summary Report

Quarterly

Talent Development

Program Report (s)

Monthly

Talent Development

Operations Report (s)

Monthly

Effectiveness

Statement (s)

Outcome

Statement

Efficiency

Statement (s)

Talent Development Processes

Talent

Acquisition

Leadership

Development

Learning &

Development

Capability

Management

Performance

Management

Total

Rewards

Extract, convert and calculate Standard Measures

Data Sets

TDRp Measures

and

Statements


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Yes, but what are your goals?

Measures can be used to Manage or

Monitor

• Measures to manage

» Most important

» Typically directly aligned to your goals

» Plan or target has been established

» Forecast is made and updated

» Reviewed at least monthly by senior leaders

- If not on plan, or if forecast is to fall short of plan, senior leaders

discuss and agree on action to take to achieve plan

• Measures to monitor

» Less important

» Typically involve more detail

» Reviewed as needed


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The Three Types of TDRp Measures

• Effectiveness: quality of program or initiative

» For individual programs and for enterprise overall

» Like quality of hire

• Efficiency: efficiency of program or initiative

» For individual programs and for enterprise overall

» Like number of new hires

» Also includes costs, completion dates, utilization rates, cycle times

• Outcomes: impact of L&D and HR initiatives on organizational

goals

» Will be a different set for each organization because goals and initiatives are

different.

» Common outcome measures are impact on: sales, cost, quality, etc.


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The Statements

• Three standard statements

» Effectiveness

» Efficiency

» Outcome

• Standard measures are

used but choice of

measures depends on

organization

• Summary statements

show

» Last year’s actual

» Plan (or goal) for this year

» Year-to-date results

• Detail statements show

» Monthly, quarterly, trend data

» Granularity

» Without plan


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Effectiveness StatementEffectiveness Measures


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Process Effectiveness Measures

Learning &

Development

Satisfaction, amount learned, application, impact

Talent Acquisition Quality of hire, hiring process effectiveness

Leadership

Development

Bench strength, Succession planning success rate

Performance

Management

% of employees with improved ratings, % of employees

with rating turnaround

Capability

Management

% of employees with career discussion, % career

movement, % of positions with ready replacement

Total Rewards High performers salary differential, compa ratio

Effectiveness Statement for L&D


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2011

Actual Plan Jun YTD % Plan

Level 1: Employee (All programs and initiatives)

Quality of content % top two boxes 75.6% 80.0% 78.9% 99%

Quality of instructor % top two boxes 80.0% 85.0% 85.6% 101%

Relevance % top two boxes 81.9% 85.0% 88.2% 104%

Alignment to goals % top two boxes 74.6% 85.0% 83.2% 98%

Total for Level 1 Average of measures 78.0% 83.8% 84.0% 100%

Level 1: Sponsor (Select programs) % top two boxes 75.0% 80.0% 77.0% 96%

Level 2 (Select programs) Score 78.0% 85.0% 83.0% 98%

Level 3 (Select programs)

Intent to apply (from survey at course completion) % top two boxes 80.9% 85.0% 86.5% 102%

Actual application (after three months) % who applied it 61.0% 75.0% 78.0% 104%


Estimate by participants (end of course) Contribution to goal 19.5% 30.0% 32.4% 108%

Estimate by participants (after three months) Contribution to goal NA 25.0% 26.2% 105%


Net benefits Thousands $ $546 $800 $345 43%

ROI % 29% 35% 32% 91%

Results through June

For 2012

Efficiency StatementEfficiency Measures


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Process Efficiency Measures

Learning &

Development

Number of participants, courses; utilization rate

Talent Acquisition Number of internal/external hires, acceptance rate, time to

start

Leadership

Development

Span of control, tenure, % of positions filled internally

Performance

Management

Number of performance discussions, % of employees with

goals, % of employees with performance reviews

Capability

Management

Number of promotions, number of transfers, average time in

position

Total Rewards Average benefit cost, variable compensation %

Efficiency Statement for Capability

Management


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Outcome StatementAlignment and Impact

• Shows alignment of HR initiative to goals

• Expected impact on those goals

• Isolated impact is the ideal

» Sponsor’s estimate (Quantitative or qualitative)

» HR’s estimate reviewed and approved by senior leadership

• May use proxies for impact


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The key: agree on the

measures of success

Sample Outcome Statement for L&D


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Home

with Mixed Impacts and Proxies

2011 For 2012

Priority Business Outcomes and Impact of Learning and Development Initiatives Actual Plan Jun YTD % of Plan

1 Revenue: Increase Sales by 20%

Corporate Goal or Actual % 10% 20% 17% 85%

Impact of L&D Initiatives: 25% contribution to goal % 1% 5% 4% 80%

2 Engagement: Increase Engagement Score by 3 Points to 69.4% (1)

Corporate Goal or Actual Points 1 pt 3 pts 1.9 pts 63%

Impact of L&D Initiatives: Low Impact on goal High/Medium/Low Low Low Low

3 Safety: Reduce Injuries by 20%


Impact of L&D Initiatives: 70% contribution to goal % 5% 14% 11% 75%

4 Costs: Reduce Operating Expenses by 15%


Impact of L&D Initiatives: Medium Impact on goal Low/Medium/High Low Medium Medium

5 Retention: Improve Retention of Top Performers by 5 Points to 90%

Corporate Goal or Actual Points -3 pts 5 pts 2 pts 67%

Impact of L&D Initiatives None planned

6 Call Center Satisfaction: Improve Satisfaction Score by 4 Points to 80%

Corporate Goal or Actual Points 1.6 pts 4 pts 2.9 pts 73%

Application of Key Behaviors % 84% 95% 91% 96%

Number trained Number 40 40 24 60%

Learning and Development

Sample High-level Business Outcome Statement for the Private Sector


Sample Outcome Statement for L&D (continued)


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Home

with Mixed Impacts and Proxies

2011 For 2012

Priority Other Important Business Outcomes and Impacts Actual Plan Jun YTD % of Plan

A Comply with New Regulations

Corporate Goal or Actual % in compliance 100% 100% 100% 100%

Impact of L&D Initiatives: Essential Essential Essential Essential

B Onboarding of Service Reps

Impact of L&D Initiatives: Reduce Time to Competency by 20% % NA 20% 17% 85%

Number onboarded Number 25 50 21 42%

C Become an Employer of Choice

Impact of L&D Initiatives: Medium Impact on goal Low/Medium/High Low Medium On plan

Increase reach to 95% % 73% 95% 75% 79%

Number of unique participants Number 14,321 21,500 16,500 77%


Sample High-level Business Outcome Statement for the Private Sector


TDR Reports


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The Reports 30


• Three levels of reports

» Summary Report (for CEO,

SVPHR, and Dept. Head)

» Operations Report (for

Managers and Dept. Head)

» Program Report (for Managers

and Dept. Head)

• Highly customized, pulling

the most important measures

from the statements

• Executive-level reports show

» Last year’s actual

» Plan (or goal) for this year

» Year-to-date results

» Forecast for this year

• Detailed reports for

managers may show

» Monthly, quarterly, trend data

» Granularity

» Without plan or forecast

Reports Designed to be used in Monthly

Meetings to Manage/Share Results

• Department Head meeting with direct reports

» Ideally in a 1-2 hour meeting dedicated to managing results

» Cover Summary Reports, Operations Report, Program Reports

» Take management action as necessary to deliver plan

• Program Manager with team

» Use Program Reports to manage program

» Prepare program Report to be shared with Department Head

• Other meetings (Senior Leaders, Board of Governors, CEO)

» Use Summary Report


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L&D Summary Report


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2011 For 2012

Actual Plan Jun YTD % of Plan Forecast

Impact of Learning and Development Initiatives

Revenue: Increase Sales by 20%

Corporate Goal or Actual % 10% 20% 17% 85% 20%

Impact of L&D Initiatives: 25% contribution to goal % 1% 5% 4% 80% 5%

Engagement: Increase Engagement Score by 3 Points to 69.4% (1)

Corporate Goal or Actual Points 1 pt 3 pts 1.9 pts 63% 3 pts

Impact of L&D Initiatives: Low Impact on goal H/M/L Low Low Low Low

Safety: Reduce Injuries by 20%


Impact of L&D Initiatives: 70% contribution to goal % 5% 14% 11% 75% 14%

Costs: Reduce Operating Expenses by 15%


Impact of L&D Initiatives: Medium Impact on goal H/M/L Low Medium Medium Medium

Retention: Improve Retention of Top Performers by 5 Points to 90%

Corporate Goal or Actual Points -3 pts 5 pts 2 pts 67% 5 pts

Impact of L&D Initiatives None planned

Call Center Satisfaction: Improve Satisfaction Score by 4 Points to 80%

Corporate Goal or Actual Points 1.6 pts 4 pts 2.9 pts 73% 4 pts

Application of Key Behaviors % 84% 95% 91% 96% 95%

Number trained Number 40 40 24 60% 40


L&D Summary Report (continued)


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2011 For 2012

Effectiveness Actual Plan Jun YTD % of Plan Forecast

Participant Feedback % favorable 78% 84% 85% 101% 85%

Sponsor Feedback % favorable 75% 80% 77% 96% 78%

Learning Score 78% 85% 83% 98% 84%

Application rate % who applied it 61% 75% 78% 104% 79%

Efficiency

Percentage of employees reached by L&D % 85% 88% 72% 82% 88%

Percentageof ee's with development plan % 82% 98% 95% 97% 96%

Percentageof courses developed on time % 73% 92% 88% 95% 90%

Percentage of courses delivered on time % 62% 90% 83% 85% 87%

L&D Investment

L&D Expenditure Million $ $15.8 $20.2 $9.9 49% $20.2

Opportunity Cost Million $ $3.4 $2.9 $1.3 45% $2.9

Cost Reduction (internal to L&D) Thousand $ $63 $295 $168 57% $325

Sample Operations Report for L&D


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Home

2011 For 2012

Effectiveness Measures Actual Plan Jun YTD % Plan Forecast

Level 1: Participant Feedback (All programs) % favorable 80% 85% 87% 102% 85%

Level 1: Sponsor Feedback (Select programs) % favorable 75% 80% 77% 96% 78%

Level 2: Learning (Select programs) Score 78% 85% 83% 98% 84%

Level 3: Application rate (Select programs) % who applied it 61% 75% 78% 104% 79%

Level 4 (Select programs) % top two boxes 61.0% 75.0% 78.0% 104.0% 78%


Net benefits Thousands $ $546 $800 $345 43.1% $800

ROI % 29% 35% 32% 91.4% 33%

Efficiency Measures

Course Management

Total Developed Number 22 36 24 67% 35

Number Meeting Deadline Number 16 33 21 64% 33

% Meeting Deadline % 73% 92% 88% 95% 94%

Total Delivered Number 143 178 167 94% 178

Number Meeting Deadline Number 89 160 139 87% 155

% Meeting Deadline % 62% 90% 83% 85% 87%

% of courses that are traditional classroom % 56% 43% 46% 107% 42%

E-learning course utilization rate % taken by 20+ 83% 97% 91% 94% 97%

% of employees reached by L&D % 85% 88% 72% 88%

L&D Expenditure Million $ $15.8 $20.2 $9.9 49% $20.2

Cost Reduction (internal to L&D) Thousand $ $63 $295 $168 57% $325

Sample Executive Operations ReportResults through June


Sample Program Report for L&DPrograms in Support of the Goal to Reduce Injuries


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Sponsor: Swilthe, VP of Manufacturing

2011 2012 YTD as Forecast as

Metric Actual Plan YTD % of Plan Forecast % of Plan

Enterprise Goal: Reduce Injuries % 12% 30% 20% 67% 30% 100%

Expected Impact of Learning: H/M/L Medium High High Below Plan High On Plan

2011 2012 YTD as Forecast as

Programs to Reduce Injuries Metric Actual Plan YTD % of Plan Forecast % of Plan

1 Deliver Phase 1 Courses for Factory A

Effectiveness measures

Level 1: Participants % 70% 80% 85% 106% 82% 103%

Sponsor % 75% 90% 88% 98% 88% 98%

Level 2: Test score % 86% 90% 95% 106% 92% 102%

Level 3: Application rate % 53% 65% 62% 95% 63% 97%

Efficiency measures

Unique Participants Number 452 3,000 2,800 93% 3,200 107%

Total Participants Number 858 6,000 5,542 92% 6,300 105%

2 Develop Phase 2 Courses for Factory B

Efficiency measure: Complete by 5/30 Number NA 3 3 100% 3 100%

Effectiveness measure: Sponsor Satisfaction % NA 90% 90% 100% 90% 100%

3 Deliver Phase 2 Courses for Factory A

Effectiveness measures

Level 1: Participants % NA 80% 80% 100% 82% 103%

Sponsor % NA 90% 90% 100% 88% 98%

Level 2: Test score % NA 90% 92% 102% 90% 100%

Level 3: Application rate % NA 70% 61% 87% 65% 93%

Efficiency measures

Unique Participants Number NA 1,000 100 10% 1,100 110%

Total Participants Number NA 3,000 284 9% 3,200 107%

Summary

Total

Courses Developed Number 1 3 3 100% 3 100%

Unique Participants Number 452 4,000 2,900 73% 4,300 108%

Total Participants Number 858 9,000 5,826 65% 9,500 106%

Cost (not including opportunity cost) Thousand $ $37 $250 $178 71% $255 102%

12/29/2014

Conclusion


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Key Take-Aways

• TDRp is not just about measures or a measurement strategy

• It is about changing the conversation and the role of L&D and

HR

» Proactive discussions with sponsors and senior leaders

» Upfront agreement with sponsor on expected impact

» Engaging the Dept. Heads to set a plan or goal for key measures

» Create a business plan for the department with specific, measurable

goals

» Execute with discipline monthly. Be accountable

• It is about the process of managing the business.

» Align, plan, manage


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12/29/2014

Adopting TDRp: Start From Where You

Are

38


1. Use TDRp for its library of measures and definitions

7. Use the principles and reports of TDRp to run L&D and

HR like a business

2. Adopt the framework of outcome, effectiveness, and

efficiency measures

3. Create effectiveness and efficiency statements with actual

results and no plan

4. Add a plan column to your effectiveness & efficiency

statements

5. Create an outcome statement with input from senior leadersAlignment and Impact

6. Create one, two or all three of the reportsAlignment and Impact for the Summary and Program Reports

1

5

4

3

2

7

6

12/29/2014

The Center for Talent Reporting:

The Home of TDRp

39


• Established October 2012

» Not-for-profit, 501c(6)

organization (used for trade

associations)

• Mission

» Improve and standardize the

measurement, reporting, and

management of human capital

to deliver significant business

value

• Governance

» Nine-member Board of

Directors

» Standards Committee to

provide continued guidance

on standards and reporting

» Advisory Council

• Funding: Sponsors, members,

revenue from workshops

• Business model: Others

provide consulting and software

Accelerate Your Mastery 40


• Public Webinars

» Intro to TDRp (9/9,11/12)

» Implementation CSFs (10/15)

» Implementation Guidance (members

only) (10/16,11/20)

• 2 ½ day workshops offered

» Oct 20-22 Chicago

• 2nd Annual TDRp conference

planned for October 22-24

• Members Only Page

• Certification

» Individuals

» Vendors providing software

products employing TDRp

• Accreditation

» Organizations implementing TDRp

» Consultancies providing services

• Business Acumen Resources

• Community of Practice for

Members: to be implemented

in October

2014 Conference 41


• The premier event to extend your TDRpknowledge and network.

• This year’s event: more speakers, sessions and networking opportunities.

• We will highlight four case studies and include separate tracks for experienced TDRp-ers and newbies

• Build your knowledge and capability by attending sessions on:

» What CEOs want

» Business acumen

» Change management

» Big data

• Just $599 for members

» Hotel rooms only $159

October 22 to 24, Chicago, Illinois

Rosemont Hotel, Doubletree

Register now:

https://www.centerfortalentreporting.org/

annual-conference/

https://www.centerfortalentreporting.org/annual-conference/

Become a Member of the

Center for Talent Reporting

• Benefits

» Access to Enhanced Content on the website

- Formulas and references for measures

- Excel versions of sample statements and reports

- Detailed implementation guidance

- Members only page

- Business acumen resources

» $300 discount on workshops and conference

» Priority for TDRp certification

• Investment: Only $299


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Learn More about TDRp

• Learn more and get implementation guidance at

www.CenterforTalentReporting.org

» Introduction to TDRp whitepaper

» Over 600 measures

» More than 66 sample statements and reports

» Guidance on implementation

» Workshop and webinar registration

• Contact for more information:

» Dave Vance: [email protected]

» Peggy Parskey: [email protected]


43

http://www.centerfortalentreporting.org/

mailto:[email protected]

an intro to talent development and talent analytics

Data & Analytics