Using Talent Development Reporting Principles TDRp to Run

Using Talent Development Reporting Principles (TDRp) to Run Learning Like a Business Chief Learning Officer Webinar Sponsored by Skillsoft September 13, 2012 David Vance

Today’s Webinar � The basics of running learning like a business � Talent (TDRP) Development Reporting Principles ◦ What is it? ◦ How can it help? � Q&A Chief Learning Officer Webinar September 13, 2012 2

First: Agree on Our Role � Help our organizations achieve their goals ◦ Achieve their goals more quickly ◦ Achieve their goals at lower cost � Best accomplished by running learning like a business focusing on ◦ Outcomes (Are we doing the right things? ) ◦ Effectiveness (How well? ) ◦ Efficiency (How much and at what cost? ) Chief Learning Officer Webinar September 13, 2012 3

Four Steps to Run Learning Like a Business 1. 2. 3. 4. Align learning to business goals Plan it carefully Execute and report with discipline Measure and evaluate Chief Learning Officer Webinar September 13, 2012 4

Step 1: Align Learning to Business Goals � Proactive, strategic exercise ◦ Meet with CEO or business unit leader ◦ Learn about next year’s goals and priorities ◦ Learn who the stakeholders are � If not done proactively, at least be sure the requested learning does support the highestpriority business goals ◦ May mean saying “No” to some requests Chief Learning Officer Webinar September 13, 2012 5

Poll Question 1: Alignment � A: Proactively to align learning to business goals � B: Align to business goals as requests for learning come in � � � C: No process to ensure alignment but most of our learning is aligned to business goals D: No process and much of our learning is probably not aligned to business goals E: We really don’t know what our business goals are Chief Learning Officer Webinar September 13, 2012 6

Step 2: Plan the Learning Carefully � Meet with stakeholders to understand ◦ Business need ◦ Learning’s role (if any) � Agree ◦ ◦ ◦ with stakeholder on Specific programs, type of learning Target audience, location, completion dates Number of participants Roles and responsibilities Measures of success �Expected impact of learning on business goal ◦ Costs Chief Learning Officer Webinar September 13, 2012 7

Step 2: Plan the Learning Carefully (continued) � If done proactively ◦ Develop a business case for key learning �All costs �Benefits ◦ Create a business plan for learning including �Strategic alignment �Expected results from learning �Business case �Measurement and evaluation strategy ◦ Have plan approved by CEO and senior leaders Chief Learning Officer Webinar September 13, 2012 8

Poll Question 2: Business Plan for Learning � � A: Written business plan for learning approved by the CEO, governing body or other senior leaders B: Written business plan for learning but not approved by senior leaders C: Power. Point business plan for learning approved or shared with senior leaders D: We have L&D goals but no formal plan. We respond to requests as they come in. Chief Learning Officer Webinar September 13, 2012 9

Step 3: and Report with Discipline Execute � Manage your execution to deliver planned outcomes, effectiveness, and efficiency � Review progress monthly within L&D ◦ ◦ Year-to-date results versus plan Will you make plan? If not, what is the forecast? What action should you take? � Review progress at least quarterly with CEO, senior leaders ◦ Focusing on most important business goals, key measures Chief Learning Officer Webinar September 13, 2012 10

Poll Question 3: Reporting � � A: Report results to our CEO or top-level leader at least quarterly B: Report results to our SVP of HR or other direct report to the top-level leader at least quarterly � C: Report semi-annually or annually � D: Don’t report results to others Chief Learning Officer Webinar September 13, 2012 11

Step 4: Measure and Evaluate � Execute your measurement and evaluation strategy. For example, ◦ ◦ Level 1 for all courses Level 2 where appropriate Level 3 for 10 key programs Levels 4 and 5 for three key programs � Did you achieve your goals? � If not, what can you learn? What can you improve? � If you exceeded goals, what can you learn? Chief Learning Officer Webinar September 13, 2012 12

Running Learning Like a Business � Conceptually not difficult � Challenging in practice � Requires new skills for some, confidence to apply them for others � Some common objections ◦ No standards in place to provide guidance ◦ No internal processes to support it ◦ Not comfortable with business-like approach � TDRp can help Chief Learning Officer Webinar September 13, 2012 13

Talent Development Reporting Principles (TDRp) � Brings principles, standards, definitions and recommended statements and reports to talent development � Answers key questions: ◦ What does the CLO need to run learning like a business? �What data should we collect? �How are the measures defined? ◦ What do the CEO and senior leaders want to see and how should it be presented? Chief Learning Officer Webinar September 13, 2012 14

Talent Development Reporting Principles (Continued) � Began in fall 2010 by Kent Barnett (CEO, Knowledge Advisors) and Tamar Elkeles (VP of Learning and Organization Development, Qualcomm) � Engaged industry thought leaders like Fitz-enz, Bassi, Phillips, Brinkerhoff, Bersin and CLOs of major organizations � TDRp for L&D completed in March 2012. Now being extended to rest of HR. Chief Learning Officer Webinar September 13, 2012 15

The Standard Measures: • Outcome measures: What Reports is the impact on the business? • Efficiency measures: How much? How many? At what cost? • Effectiveness measures: How well? Statements Program/ Initiative Analytics System Wide Analytics Standard Measures Specific methodology (e. g. Phillips, Brinkerhoff) Systems and processes for organizing data, calculating measures Data Sources and Systems Chief Learning Officer Webinar September 13, 2012 16

Organizing the Standard Measures into Three Statements: • Outcome Statement • Effectiveness Statement Reports • Efficiency Statement Program/ Initiative Analytics Statements System Wide Analytics Standard Measures Specific methodology (e. g. Phillips, Brinkerhoff) Systems and processes for organizing data, calculating measures Data Sources and Systems Chief Learning Officer Webinar September 13, 2012 17

Creating Three Reports from the Three Statements Three Reports: • Summary Report • Program Report • Operations Report Program/ Initiative Analytics Reports Statements System Wide Analytics Standard Measures Specific methodology (e. g. Phillips, Brinkerhoff) Systems and processes for organizing data, calculating measures Data Sources and Systems Chief Learning Officer Webinar September 13, 2012 18

The Statements • Three standard statements • ◦ Outcome ◦ Effectiveness ◦ Efficiency • 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 Chief Learning Officer Webinar September 13, 2012 19

L&D Outcome Statement Alignment and Impact of Learning � Shows alignment of learning to goals � Expected impact of learning on those goals ◦ Isolated impact of learning (level 4) � Participant’s forecast � Sponsor’s forecast, estimate � Statistical estimate (after the training is completed) ◦ Application (level 3) ◦ Proxies for impact � In some cases may be number of participants ◦ Agreed upon with stakeholder upfront Chief Learning Officer Webinar September 13, 2012 20

L&D Outcome Statement Chief Learning Officer Webinar September 13, 2012

L&D Effectiveness Statement Effectiveness Measures � Kirkpatrick/Phillips five levels ◦ Level 1: Satisfaction, Forecasts of levels 3 -5 ◦ ◦ � Participant � Sponsor Level � Some 2: 3: 4: 5: Amount learned Application rate Impact Value (net benefit or ROI) will have only L 1, L 2 Chief Learning Officer Webinar September 13, 2012 22

L&D Effectiveness Statement Chief Learning Officer Webinar September 13, 2012

L&D Efficiency Statement Efficiency Measures* • Volume • ◦ Participants ◦ Courses, classes, hours - Offered, taken ◦ By ILT, v. ILT, WBT, etc. • Costs ◦ Development, delivery, management ◦ Tuition ◦ Opportunity ◦ Cost reduction due to e-learning Utilization ◦ Courses, classes, instructors ◦ By ILT, v. ILT • • • Effort to develop and maintain Reach Cycle times ◦ Performance consulting, development, delivery *See a complete list in the Definition of Terms and Measurements document Chief Learning Officer Webinar September 13, 2012 24

L&D Efficiency Statement Chief Learning Officer Webinar September 13, 2012

The Reports • Three levels of reports • ◦ Summary Report (for CEO) ◦ Program Report (for CLO) ◦ Operations Report (for CLO) ◦ 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 Chief Learning Officer Webinar September 13, 2012 26

L&D Summary Report (page 1) Chief Learning Officer Webinar September 13, 2012

L&D Summary Report (page 2) Chief Learning Officer Webinar September 13, 2012

L&D Program Report (page 1) Chief Learning Officer Webinar September 13, 2012

L&D Program Report (page 2) Chief Learning Officer Webinar September 13, 2012

L&D Operations Report Chief Learning Officer Webinar September 13, 2012

TDR Designed to Meet The Need � Simple, consistent approach to reporting ◦ Use standard definitions to extract and convert data into three types of measures �Outcome, effectiveness, and efficiency ◦ Create three standard statements with these measures �Outcome, Effectiveness, and Efficiency ◦ Create three types of customized reports from these statements �Summary, Program (Initiative), and Operations Chief Learning Officer Webinar September 13, 2012 32

Executive Reporting Process Senior Executives Executive Reporting Process Executive Reports L&D Summary Report Quarterly Statements Outcome Statement Learning Effectiveness Statement Learning Efficiency Statement Outcomes Effectiveness Efficiency L&D Program Report Monthly L&D Operational Report Monthly Extract, convert and calculate Standard Measures Financial Data Learning Management System Evaluation System Chief Learning Officer Webinar Other Sources: HRIS, CRM, ERP September 13, 2012 Guiding Principles Data Sets Data Sources 33 Learning Executives

Running Learning Like a Business and TDRP � Step 1: Align learning to goals � Step 2: Plan carefully � Step 3: Execute with discipline � Step 4: Measure and evaluate ◦ => The Outcome Statement ◦ => The three statements ◦ => The three reports ◦ => All statements and reports Chief Learning Officer Webinar September 13, 2012

Learn More about Running Learning like a Business and TDRP � Running learning like a business ◦ The Business of Learning by David Vance ◦ The Chief Learning Officer by Tamar Elkeles and Jack Phillips ◦ Strategic Learning Alignment by Rita Smith � Resources ◦ ◦ Available at TDRprinciples. org 56 -page white paper, 18 -page overview, 4 -page summary Definition of terms and measures for L&D Power. Points Sample write-up of an L&D Summary Report for a CEO � Contact Dave Vance for more information: dave@poudrerivergroup. com Chief Learning Officer Webinar September 13, 2012 35