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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
© Strategic Dynamics, 2016
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
© Strategic Dynamics, 2016
Creating value
Adding value
Value for money
Input Activity Outcome Impact
VfM primary focus
AV primary focus
CV primary focus
Completing the Value Matrix
© Strategic Dynamics, 2016
• 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
Input Activity Outcome Impact
6. VfM primary focus
1. AV primary focus
2. CV primary focus
Other Forms of Planning
© Strategic Dynamics, 2016
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
© Strategic Dynamics, 2016
Connect With Me: info@joningham.com
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
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