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Title: Training & Development Evaluation & Analytics
Speaker: Jon Ingham @joningham
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Outline:
q Problems evaluating training & development q Learning from evaluation of the business q Value chain, triangle and matrix q Nature of the 4 perspectives q Completed and workshop examples q Linking the identified objectives and measures to
analytics
Problems Evaluating Talent Development:
q The more important what we do often the harder it is to measure - We need to get better at measuring - We need to learn to manage ambiguity . Not everything needs a ROI
q Existing evaluation tools are struggling - Particularly as we move from training to
informal and social learning - Evaluation needs to be based on what we need
to do, not a mechanical mode of training
Learning from Evaluation of the Business: The Balanced Business Scorecard
q Balanced Scorecard of 4 buckets / perspectives q Measures for Learning & Growth (Talent),
Operations, Customer, Financial q Benefit is BALANCE q A flow through the 4 perspectives q Provides lead and and lag measures q Benefit is FLOW q Business Strategy Map q Objectives for the 4 perspectives q Now a planning vs measurement tool q Benefit is LINKING measures to objectives
We need our own 4 Perspectives (Or we don’t have Balance, Flow or Linking)
Learning & Growth Business process Customer Financial
Input Activity Outcome Business impact
Talent value chain Business value chain
Bus
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rate
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HC
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Stra
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map
© Strategic Dynamics, 2015
Personnel
Human Resources
Human Capital Management
© Strategic Dynamics, 2015
Create value
Add value
Value for money
• Driving and accelerating business strategy • Creating opportunity for the future • Maximising 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 e.g. through outsourcing
© Strategic Dynamics, 2015
Creating value
Adding value
Value for money
Input Activity Outcome Impact
Combining the Value Chain and Value Triangle:
Nature of Inputs / Investments
Input / investment Created Value
Strategic alliances Investments in key groups eg talent pools, leadership team, Board
Added Value
Recruitment, training and development budget Management time
Value for Money
Costs of outsourced services HR function efficiency / effectiveness Employee headcount
Nature of Activities
Activity Created Value
Succession strategy Organisation development and culture change programmes New people technologies eg AI, NLP
Added Value Performance management – aimed at raising the bar Executive coaching and development Ratio direct : indirect recruitment
Value for Money
General recruitment, training and development, career management processes
Nature of Activities
Quality • Error Rates • Accuracy • Peer Feedback • Client satisfaction survey • # Client complaints • Employee opinion survey
Quantity • # of System enhancement • # Call serviced • Rate of absenteeism • # Requests for service
Timeliness
• Responsiveness • Completion time of project • On-time delivery
• Adherence to budget • Cost reductions • % Savings
Cost
Nature of Outcomes
Outcome Created Value Increased potential of talent groups, increased
capability of leadership Employee engagement Change in culture / value of employer brand
Added Value Employee competency, contribution, ratio fixed to variable pay Employee satisfaction / motivation Employee alignment with strategy / values
Value for Money
Employee turnover Compensation and benefits paid Days lost due to sickness, discipline and grievance cases
Nature of Outcomes
q Human capital - Talent, capability - Engagement - Diversity - Quality of Leadership
q Organisation capital
q Social capital - Connections,
relationships and conversations
Completed Example:
© Strategic Dynamics, 2015
Creating value
Adding value
Value for money
Input Activity Outcome Impact
VfM primary focus
AV primary focus
CV primary focus
Workshop Example:
Causal Analytics and the Value Chain
Input Activity Outcome Business impact HC
M
Stra
tegy
map
© Strategic Dynamics, 2015
Descriptive Analytics
Prescriptive Analytics
Choosing Approaches for Analytics
Different ways of understanding relationships between metrics: q Ratios and indices q Benchmarking q Comparing variables eg frequency distributions,
cross tabulations, graphs, diagrammes q Statistical analysis q Modeling q Machine learning
For More Information:
Attend
q ‘Integrating HR, Training & Development’ tomorrow
q ‘Who are your Talent and What do they Need?’ on Wednesday
For More Information: [email protected]
www.joningham.com / www.joningham.com/advice
strategic-hcm.blogspot.com
linkedin.com/in/joningham
twitter.com/joningham
+44 7904 185134
