atd international conference talent strategy mapping

Talent Strategy Mapping for Development Planning, Measurement,

Evaluation and Analytics

Jon Ingham, Executive Consultant, Strategic Dynamics @ joningham #atd2016

•  Strategic talent management consultant

•  UK based but working globally •  Blogger at ‘Strategic HCM’ •  Author of ‘Strategic Human

Capital Management: Creating Value through People’

•  Contributor (on Reward) to ATD’s new ‘Talent Management Handbook’

Jon Ingham

1.  Input on planning and measurement 2.  Workshop practice in strategy mapping / scorecarding 3.  Short additional inputs on other forms of planning, plus

evaluation and analytics

Agenda

My First Law of Talent Strategy Measurement

•  The more important something in HR is, the harder it is to measure

•  Less important, easier it is too •  Consequence is we over-measure things nobody

cares about and ignore the things that make the difference to business performance

Personnel

Human Resources

Talent Management

© Strategic Dynamics, 2016

Create value

Add value

Value for money

• Driving and accelerating business strategy • Creating opportunity for the future • Maximizing the potential of people • Taking advantage of exceptional

opportunities • Producing truly wonderful solutions

• Focussing HR/OD on business strategy

• Creating capability to perform now • Ensuring effectiveness and

alignment

• Administering HR operations • Ensuring efficiency eg through outsourcing

Talent Value Triangle

My Second Law •  HR measurement isn’t hard •  When we’re struggling to identify measures for

something it generally means we’re not clear enough about what we’re trying to do

•  When we’re clear, identifying measures becomes easier too – especially if we accept qualitative / subjective measures (remembering the first law)

•  Balanced Scorecard of 4 buckets / perspectives •  Measures for Learning & Growth (Talent),

Operations, Customer, Financial •  Benefit is BALANCE

•  A flow through the 4 perspectives •  Provides lead and and lag measures •  Benefit is FLOW

•  Business Strategy Map •  Objectives for the 4 perspectives •  Now a planning vs measurement tool •  Benefit is LINKING measures to objectives

Balanced Business Scorecard / Business Strategy Map

Source: Kaplan and Norton

Learning & Growth Business process Customer Financial

Input Activity Outcome Business impact

Talent value chain Business value chain

Bus

ines

s st

rate

gy m

ap

Tale

nt

Stra

tegy

map

We need our own 4 Perspectives (or we don’t have Balance or Flow)

Talent Value Chain


Input

Impact Activity

Outcome

Talent Management / Development Scorecard

Nature of Activities

Quantity: •  # achieved (trained, recruited

reviewed etc) •  % new vs old process •  # requests for service or

support •  # client projects •  # calls serviced

Quality: •  % achievement of outcomes

eg capability or engagement •  Cycle time to reach full

outcomes •  Accuracy / error rates •  Peer feedback •  Employee opinion survey •  Client satisfaction survey •  # client complaints

Time: •  Responsiveness •  Completion time of project •  On-time delivery

Cost: •  Adherence to budget •  Cost reductions •  % savings

Nature of Outcomes

Human capital – value of: •  Individual abilities eg

quality of leadership •  Engagement •  Health & wellness •  Diversity across the

workforce

Organization capital – value of: •  Processes •  Structures •  Cultural artifacts Social capital – value of: •  Connections •  Relationships •  Conversations

Creating value

Adding value

Value for money

Input Activity Outcome Impact

Combining the Value Chain and Value Triangle


Creating value

Adding value

Value for money


VfM primary focus

AV primary focus

CV primary focus

Completing the Value Matrix


Client Example

•  Case study organization •  Groups working on strategy map objectives

– Creating value – Adding value – Value for money

•  Followed by groups working on scorecard measures –  Inputs – Activities – Outcomes

Workshop Practice

•  Creating value – Making HR more innovative and strategic

•  Adding value –  Moving HR closer to the business

•  Value for money - Increasing efficiency, cost reduction,

legal and regulatory requirements

Group Work (Part 1 - Objectives)

•  Outcomes - Human, organization and social capital

•  Activities

– Processes execution and improvement

•  Inputs / investments –  Budgets, time, HR function effectiveness

Group Work (Part 2 - Measures)

Creating value

Adding value

Value for money


6. VfM primary focus

1. AV primary focus

2. CV primary focus

Other Forms of Planning


3. Talent planning

4. Workforce planning

5. Success -ion

planning

7. HR process planning

8. HR function planning

Don’t have 8 different planning processes, but all of these should probably be incorporated & integrated:

Back to Measurement & Evaluation: My Third Law / Suggestion •  HR analytics is also a lot easier than is often made

out to be – and you don’t need to wait 10 years to get perfect technology and data

•  The main need is clarity about what’s important and what you’re going to focus on measuring (and then cleaning at least this data)

•  You already have this clarity through the talent strategy map

Input Activity Outcome Business impact

Descrip(ve Analy(cs

Predic(ve Analy(cs

Causal Analytics and the Talent Value Chain


Connect With Me: [email protected]

www.joningham.com / www.joningham.com/advice

http://strategic-hcm.blogspot.co.uk/search/label/HR%20measurement

linkedin.com/in/joningham

twitter.com/joningham

+44 7904 185134