ADP Case Study - CEdMA Europe › newsletter articles › Brandon... · CASE STUDY IN THIS CASE STUDY When KeyBank replaced a rudimentary training registration system with an industry-leading

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IN THIS CASE STUDYWhen KeyBank replaced a rudimentary training registration system with an industry-leading learning management system (LMS) delivered on-demand by an application service provider (ASP), the company’s learning organization had an opportunity to build management dashboards that would provide near real-time data on strategic training initiatives.

The goal was to develop dashboard indicators that would enable deeper conversations with the executive leadership team about the strategic alignment, effectiveness and prioritization of learning programs across the enterprise.

The windshield and rearview dashboards, created by KeyBank and its LMS vendor, help company leaders to better understand both what has happened in the past – as well as the trends that will shape what is “around the corner.”

BERSIN & ASSOCIATES © JULY 2009 • NOT FOR DISTRIBUTION • LICENSED MATERIAL

BERSIN & ASSOCIATES

FOCUS:

PLANNING& STRATEGY

CONTENTDEVELOPMENT

LEARNINGPROGRAMS

LEARNINGTECHNOLOGY

ANALYTICS &MEASUREMENT

TALENTMANAGEMENT

LEADERSHIP DEVELOPMENT

Learning Intelligence

KeyBank Gains Visibility into Learning Program Effectiveness with Customized LMS Dashboards

—David Mallon, Senior Analyst | July 2009

�BERSIN & ASSOCIATES © JULY 2009 • NOT FOR DISTRIBUTION • LICENSED MATERIAL

LEARNING INTELLIGENCE

This case study examines:

• Why KeyBank made the decision to build the dashboards and the business objectives it is trying to solve;

• The learning organization, which is responsible for designing , implementing and managing the dashboards;

• How the dashboards were developed, including requirements, data category mapping and brainstorming sessions;

• Current dashboard implementations, including the rearview training activity dashboard and windshield strategic dashboard;

• How dashboards are used to deepen the conversation with company leadership;

• The implementation of an on-demand learning management system;

• Business impacts and metrics; and,

• Lessons learned and best practices. e

BERSIN & ASSOCIATES © JULY 2009 • NOT FOR DISTRIBUTION • LICENSED MATERIAL


TABLE OF CONTENTS

Company Overview 4

Business Environment 4

Learning Organization 5

Developing the Dashboards 7

HRIS Data Integration 8

Meeting the Needs of Different Audiences 9

Dashboard Suite 10

Training Activity Dashboard 10

Strategic Dashboard 14

Using the Dashboards 16

Technology 17

Business Impact / Metrics 18

Looking Ahead 18

Lessons Learned and Best Practices 19

Be Prepared for a Lengthy, Difficult Journey 19

Having the Right Partner Is Critical 19

Appoint an Advocate 19

Do Not Rely on IT to Build LMS Dashboards 19

Learn about Information Visualization and HR Data Maps 20

Conclusion 20

Appendix I: Table of Figures 21

About Us 22

About This Research 22



Company Overview

KeyBank is a unit of KeyCorp, which is one of the nation’s largest bank-based financial services companies, with assets of approximately $105 billion. The company’s roots date back to the Society for Savings of Cleveland, incorporated in 1849, and the Commercial Bank of Albany, founded in 1825. Today, KeyCorp companies provide investment management, retail and commercial banking, consumer finance, and investment banking products and services to individuals and companies throughout the U.S. and, for certain businesses, internationally.

Business Environment

Although the executive leadership team at KeyBank believes that learning is an important strategic lever, the company was, until recently, using a rudimentary registration system to track training activities. In 2007, the company decided to make a strategic investment in learning with the implementation of a new enterprise-class learning management system (LMS). Prior to then, the company had no real capacity to report on learning activities.

Learning managers knew they needed a better way to communicate with senior business leaders about learning. They did not want to talk simply about course completion statistics but, rather, high-level strategic alignment and trends in training initiatives. In short, learning managers were looking for a new way to tell the story about training in an ongoing dialogue with senior leaders.

1 Source: https://www.key.com/html/A-6.1.html#keybank-facts-and-figures-pane.2 For more information, High-Impact Learning Measurement: Best Practices,

Models, and Business-Driven Solutions for the Measurement and Evaluation of

Corporate Training, Bersin & Associates / Josh Bersin, November 2006. Available to

research members at www.bersin.com/library or for purchase at www.bersin.com/

measurement.

Source: KeyCorp, 2009.

Figure 1: KeyCorp at a Glance1

• Year founded: 1825

• Annual Revenue: $105 billion at December 31, 2008

• Total employees: Approximately 17,500

• Stock Symbol: NYSE:KEY

• Headquarters: Cleveland, Ohio Our research

shows that despite

spending from one

to four percent

of their entire

payroll on training,

the majority of

large and small

organizations

continue to

struggle with

the process of

measuring their

effectiveness,

impact and

efficiency�.

A N A LY S I S

https://www.key.com/html/A-6.1.html#keybank-facts-and-figures-pane

http://www.bersin.com/library

http://www.bersin.com/measurement

http://www.bersin.com/measurement



Figure 2: AICPA Learning Organization and CPExpress Team

The chief learning officer (CLO) promised the company’s executive leadership team that one important benefit of the new LMS would be access to real-time data, which would make it easier to align learning with the enterprise’s strategic business goals and tell the story of learning’s successes.

The CLO wanted to help business leaders understand the context of learning and to view learning as a valued business partner. As a financial services company, KeyCorp is particularly focused on cost-cutting and efficiency these days, so its leaders need information to make hard decisions about learning programs. An important goal of the LMS and custom dashboard implementation is to help answer questions like, “where should I do more e-learning?” or “where should I invest in different blends of learning?”

Learning Organization

At KeyBank, the learning organization is focused on business learning, and is separate from a more generalized talent management function that handles succession planning and career development at the highest levels of the company. This business-focused learning organization is lead by the CLO, who does not report into the talent management organization but, rather, to the chief HR officer (CHR).

The business training organization is aligned against the major lines of business. Reporting into the CLO are five directors who lead training functions at the business-unit level and / or lead a shared services group:

• Community Bank (retail branch banks);

• Key National Bank, credit administration and enterprise LMS;

• Administrative and professional services (e.g., HR, IT, G&A, et al);

• Risk management, finance and enterprise curriculum;

• Enterprise design center; and,

• Leadership and manager development.



Directors of certain business lines, such as Community Bank, have managers who are responsible for specific market segments, as well as a group of internal trainers who deliver courses and coaching. Other directors utilize business training consultants or vendors, or a combination of both.

The learning organization provides some shared services, like an enterprise LMS team. The enterprise design center houses instructional designers who develop both instructor-led and web-based learning content for all business lines�.

3 For more information on best practice organization and governance models for

learning, The High-Impact Learning Organization: WhatWorks® in the Management,

Governance and Operations of Modern Corporate Training, Bersin & Associates / Josh

Bersin, May 2008. Available to research members at www.bersin.com/library or for

purchase at www.bersin.com/highimpact.

CHR

CLO

Dir,Admin and Prof Services

Dir,Enterprise Design Center

Dir, Key National Bank,

Credit Admin, and Ent. LMS

Dir,Leadership Development,

Risk Mgmt, Finance, and Ent. Curriculum

Dir, Community Bank

Business Units

Figure �: KeyBank Learning Organization

Source: KeyBank, 2009.


http://www.bersin.com/highimpact



Developing the Dashboards

In early 2008, as the CLO and learning technology managers began to grapple with how to kick off the LMS selection and implementation project, they were strongly influenced by Bersin & Associates LMS industry study� regarding the importance of reporting as a function of an LMS. The study stressed focusing less on the technicalities of reporting, and more on how to maximize and deepen the dialogue with business leaders about training.

The organization decided to implement the new LMS by focusing on what kind of output learning managers needed to tell the right story to their business management counterparts. In a sense, KeyBank implemented the LMS “backwards” by always keeping its end output goals in mind from the very beginning of the project.

All of today’s LMS platforms include some level of database reporting functionality, but KeyBank opted to build both custom reporting and dashboards. In the technology industry, dashboards are user interfaces for executive information systems. Similar to an automobile’s dashboard, executive information dashboards are designed to be easy to read, with dials, gauges, colors and other graphics. KeyBank wanted its dashboards to display overall trends in training, including the mix of curricula being consumed, how content is offered and organized, learning levels, efficiencies, flags, demand / use, and budgeting.

The learning organization identified the following several key requirements for the executive dashboards.

• Provide training information aligned against the overall organizational hierarchy. This required the critical step of leveraging an HR information system (HRIS) integration to capture information relevant to specific business lines.

• Use red / yellow / green color coding. This color scheme is utilized by business line managers at KeyBank to categorize project status. Learning managers wanted the training dashboards to replicate the methods used

4 For more information, Learning Management Systems 2009: Facts, Practice

Analysis, Trends and Provider Profiles, Bersin & Associates / Josh Bersin, Chris Howard,

Karen O’Leonard and David Mallon, April 2009. Available to research members at

www.bersin.com/library or for purchase at www.bersin.com/lms.5 “Actionable information” provides data which can be used to make specific

business decisions. For more information on actionable learning measurement data,

High-Impact Learning Measurement: Best Practices, Models, and Business-Driven

Solutions for the Measurement and Evaluation of Corporate Training, Bersin &

Associates / Josh Bersin, November 2006.

KeyBank

implemented

the LMS

“backwards” by

always keeping its

end output goals –

the actionable

information� that

they needed to

drive business

decisions, in mind

from the very

beginning of the

project.

BEST PRACTICE


http://www.bersin.com/lms



by the business units, and thus align the language of learning with the overall business culture and vernacular of the enterprise.

• Provide an integrated view of learning based on real-time data. Learning managers settled on daily data refreshes as a reasonable compromise between instantaneous data updates and weeks-old stale data.

• Design the entire LMS implementation and end-user experience, from the initial login to the final logout, with the use of executive management dashboards in mind.

HRIS Data Integration

The basic concepts for the dashboards were literally sketched out in a series of brainstorming sessions that brought together the LMS vendor’s custom integration team with KeyBank’s business training directors and managers. The LMS vendor team was involved in helping the KeyBank team solve both technology and business challenges. Participants tried to think visually during the meetings, and spent lots of time drawing diagrams and data maps on whiteboards.

Initially, the learning technology managers had to gain a deeper understanding of the HR data category mapping in the company’s PeopleSoft HRIS. One of the most significant challenges of the development effort was the need to reconcile inconsistencies that existed in the hierarchies across different business groups. The heart of the problem is that some business units have more levels than others. For example, the franchise model on the consumer banking side of the business requires regional and district layers of management, whereas the professional services and national banking side of the business are more streamlined.

In general, employees are mapped to their respective cost center, based on payroll data in the PeopleSoft hierarchy. The learning technology team painstakingly worked out the hierarchical inconsistencies, for example, making the district leader in the consumer bank equivalent with a secondary line-of-business manager in the national banking business.

The technology managers loaded HRIS test data early in the process to generate straw man versions of the data mapping; next, they refined the results through multiple iterations; and, finally, they tested both outcomes and data integrity. The resulting mapping output was “baked” into the final data integrations between the LMS and HRIS. Now, the LMS pulls HRIS data every night, the HRIS data goes through the mapping scheme and then it translates into the LMS organizational hierarchy.

Learning

measurement

reporting coming

out of an LMS

is only as good

as the employee

data going into

the LMS. Many

organizations

struggle with

inconsistent

and sometimes

inaccurate HRIS

data.

A N A LY S I S

KeyBank followed

an iterative design

process to develop

its learning

dashboards –

creating, testing

and refining again

and again until the

desired result was

achieved.

BEST PRACTICE



Meeting the Needs of Different Audiences

In deciding what to measure and how, it is important to realize that different audiences have very different demands – both in terms of data and the format in which that data is viewed.

• The CLO and training leaders will be interested in efficiency, effectiveness, resource utilization and on-time delivery. These measures should be developed in a way by which they can be benchmarked – and the measures should give specific detailed information that can be used to change and improve training operations.

• The vice president of HR will be interested in training volumes, compliance and spending per employee. These measures should be computed annually or quarterly, and compared against industry benchmarks�.

• Line-of-business executives will be interested in how much training was consumed, which employees are and are not taking training courses, and how well the employees and managers feel their needs are being met. These executives are interested in measures, such as scores, completion rates, satisfaction levels, alignment, and indicators of utility and impact.

• First-line managers will want to see detailed results from their employees to help with development and performance planning. The managers want specific information on completion (exception reporting), utility and learning results.

• Trainers and instructional designers will want to see specific comments and feedback from learners on the quality and value of their particular programs. Comments and direct feedback must be captured and distributed on different program elements.

Each of these needs has value, and each requires a slightly different level of detail and way of presenting information. A dashboard is by nature a high-level aggregation of data, so it lends itself well to the needs of executives, both in training and HR, and in the business. As you develop your measurement process, think about what is needed

6 For more information, The Corporate Learning Factbook® 2009: Benchmarks,

Trends and Analysis of the U.S. Corporate Training Market, Bersin & Associates / Karen

O’Leonard, January 2009. Available to research members at www.bersin.com/library

or for purchase at www.bersin.com/factbook.


http://www.bersin.com/factbook

10BERSIN & ASSOCIATES © JULY 2009 • NOT FOR DISTRIBUTION • LICENSED MATERIAL


for each of these audiences, so that you capture information of value to the entire organization. By serving the needs of line managers and other executives, you have naturally created alignment. They will tell you what they need to know which, in turn, helps you to improve your training organization to meet these objectives. e

Dashboard Suite

There are two executive learning dashboards currently available, with two new dashboards being developed for future release (see section, “Looking Ahead”).

Training Activity Dashboard

The training activity dashboard (see Figure 3) is a “rearview” dashboard that shows where KeyBank has already been in terms of learning and training. Users start by selecting a time period, either monthly or quarterly. In most cases, the CLO believes that aggregating an entire quarter creates a more powerful message for management.

Meeting the Needs of Different Audiences (cont’d)

Figure �: Training Activity Dashboard – The Setup


11BERSIN & ASSOCIATES © JULY 2009 • NOT FOR DISTRIBUTION • LICENSED MATERIAL


Next, the user selects an organization path, which really offers two different ways to look at KeyCorp. The first choice is to look at the enterprise, with all major and primary lines of business. The second choice is to drill deep into a specific business unit. The selection of users gets even more granular, with choices that include:

• All users, including new hires;

• All users, except new hires; and,

• Only new hires�.

The dashboard results screen (see Figure 4) offers visual indicators for the following areas.

7 KeyCorp classifies an employee as a new hire from day one until day 365.

Figure �: Training Activity Dashboard – The Rearview


Rearview: Dashboards Activity Based Compare/contrast across multiple businesses Shows training alignment to business drivers

Sample 1:

1�BERSIN & ASSOCIATES © JULY 2009 • NOT FOR DISTRIBUTION • LICENSED MATERIAL


• Modality Mix – This indicator looks not only at total training activities, but also at how they were distributed across the organization. The current mix for KeyCorp is approximately 46 percent e-learning, 46 percent instructor-led training (ILT), and eight percent self-study.

• Topic Categories – Curricula, such as compliance, functional management, leadership, product knowledge and systems, are all color coded. This way, management can quickly see which areas are getting the most attention, funding and resources.

• Learning-Level Categories – Learning at KeyCorp is divided into three levels – core learning (the baseline skills set for every employee), competitive learning (more complex and costly skills with more time in role) and differentiating learning (best of the best, might be one-on-one coaching). (See Figure 5.) This indicator shows management how people in the organization are moving up the curve to higher order learning and acquiring more complex skills sets.

Effective & Efficient

$

Performance Based

1st Year in Position

Agile$$

Cutting Edge$$$

Learning as a Strategic Lever

Differentiating SkillsWin the Game

Competitive SkillsPlay the Game

Core SkillsTicket to the Game

New Employee Onboarding (Assimilation)

60%

15%

25%

Day 1

Training must lead with business acumen to ensure that learning is:

Figure �: Key Bank’s Learning Levels




• Organizational Breakdown – This indicator lets management quickly see training activities across each of the major business units (e.g., community banking, national banking, and support and administration) by modality, topic categories and learning level.

Taken all together, the indicators on the training activity dashboard facilitate a deeper conversation with executive management by answering the following questions and many more.

• Do the numbers match with the learning strategies put into place?

• Where is the “energy” of learning being directed in the organization?

• Are the courses being built and deployed finding an audience?

• Why are there sometimes large swings in numbers from quarter to quarter?

Figure �: Training Activity Dashboard – The Results




Strategic Dashboard

The strategic dashboard (see Figure 7) gives KeyCorp executives and learning managers a “windshield” view that helps them to see where learning is headed in the future. As with the training activity dashboard, users initiate the strategic dashboard by selecting a time period (e.g., monthly or quarterly), a set of users (e.g., only new hires, except new hires, all), and business unit(s) or all of KeyCorp.

What makes this dashboard different from the first one is the ability to bundle learning activities together into a learning solution. For example, a major new product launch might include product knowledge modules, a manager coaching module with role playing in branches and an update to a sales skill. These three elements can be bundled together in the dashboard and named as a learning initiative. The Teller 21 initiative, for example, bundles together several modules all designed to train branch bank tellers on how to use a new technology interface, including e-learning courses and instructor-led exercises (like completing a transaction on the new platform).

8 For a detailed discussion of all the options for the design of blended-learning

programs, The Blended Learning Book: Best Practices, Proven Methodologies,

and Lessons Learned, Josh Bersin, Pfeiffer, October 2004. Available for purchase at

www.bersin.com.

Key Bank’s

dashboard supports

viewing combined

data for entire

blended-learning

programs�.

BEST PRACTICE

Figure �: Strategic Dashboard – The Windshield View


Windshield View: DashboardsSample 2:

Future Enhancements Year over Year Data Trend Analysis Integration with HR database warehouse



The first indicator in the strategic dashboard results screen (see Figure 7) shows the percent completion for all integrated modules. This quickly shows management how far along the organization is on a rollout schedule.

One of the most powerful dashboard indicators for KeyCorp is a map of the U.S. that highlights the states in which groups of employees are training and then color codes their status tied to timelines for completion based on selected dates. The green / yellow / red color coding is crisp and clear, and it visually links geographies to learning strategy, enabling management to proactively head off shortfalls and keep strategic initiatives on track.

Because the data is updated daily, Community Bank training directors can use the dashboards to guide their interactions with local managers and employees in “town hall” style meetings. Executives use the dashboard information to know which messages to send. If the indicator for Colorado is red, the district president might say, “Your group is behind and needs to stay focused on this initiative.” If the indicator is green, the president might say, “You’re doing a great job, please share some case studies at the next town hall meeting.”

The training leadership can scroll down the results page to look at easy-to-read dial gauges that provide further “quick read” insights. Users select which business line and audience to measure, and the gauge dials show the

Operational

measures, such

as percentage of

completion, are an

important measure

of what is called

“attainment” (e.g.,

were the objectives

of the business

client met?).

BEST PRACTICE

Use of easily

understood visuals,

such as maps and

color coding, is

a powerful way

to increase the

ability of viewers

to quickly grasp

the underlying

message.

KEY POINT

Figure �: Strategic Dashboard – The Setup




percentage of completions of the learning initiative using the same green / yellow / red color scheme found consistently across the dashboards. This makes it easy to compare the relative progress in learning of two different audiences or business lines.

For the first time, there exists a consulting opportunity between training and business line executives at KeyCorp (related to strategic information about learning at their fingertips), about conducting trend analyses against strategic learning initiatives. Additionally, the dashboards help the training organization feel empowered to shape and share their story in a way that replicates the language of business leaders at KeyCorp.

Using the Dashboards

The CLO made a conscious decision to restrict the use of learning dashboards to the most senior training leaders to review with the most senior line leaders. The only people with direct access to the dashboards are the vice chairs in charge of the three major business lines and their direct reports, as well as the CLO and five training directors.

Figure �: Strategic Dashboard – The Results


Key Bank limited

access to the

dashboards to

executive leaders

in learning and

the business.

Even executives

do not have

unguided access.

Learning leaders

facilitate the use

of the dashboards

with executives,

ensuring that

both learning and

business remain on

the same page of

the training story.

BEST PRACTICE



Change management for such a small audience was relatively simple and straightforward. With minimal documentation but hands-on training from the LMS vendor company, the training directors quickly learned how to use the dashboards. An instructor introduced them to the overall concept, walked them through the use cases, and then encouraged them to experiment and get engaged.

The CLO is currently meeting with all of the training directors and their business line leaders to get the business leaders up to speed on the dashboards. According to the CLO, it takes a successful consulting mindset to host the discussion about the dashboards because there is a lot of data that needs to be explained and put into context with business line leaders regarding their strategic learning drivers.

In some ways, the leadership team is still learning how to extract the most value from this strategic information. The CLO is developing protocols that will help business leaders and training directors alike to better understand what they can expect from the dashboards. The goal is to answer questions, such as the following. How often will new data arrive? What data will you see? From what sources will the data be derived? How can the data best be used to tell a story about learning? How can you speak with authority about what the data is really telling you?

Technology

The technology infrastructure that delivers the executive dashboards centers on a learning management system� that was implemented in 2008. The learning organization conducted a rigorous request for proposal (RFP) process, sending technical and business requirements to six or more vendors. Not wanting to hire additional technology managers, the company only considered on-demand, hosted application solutions.

The learning organization hired a consultant to help it evaluate the RFPs and build weightings for various criteria. After selecting three finalists and then going through another round of information gathering and analysis, the learning leadership made the decision to deploy the Learn.com LearnCenter platform. This vendor offers its customers an on-demand ASP model for delivery of software. For KeyBank, this is a critical benefit because it provides a common platform across the business lines and ensures that everyone is on the same platform version.

9 For more information, Learning Management Systems 2009: Facts, Practice

Analysis, Trends and Provider Profiles, Bersin & Associates / Josh Bersin, Chris Howard,

Karen O’Leonard and David Mallon, April 2009.

Learning

measurement

should be an

ongoing process,

not an event.

KeyBank uses its

dashboards to

support ongoing

conversations

between learning

and business

leaders.

A N A LY S I S

The LMS is the

foundation

for learning

measurement.

KEY POINT



Business Impact / Metrics

At the time of this report, the LearnCenter LMS had been operational for just six months and KeyBank had only 60 days of validated data for the dashboards. The CLO was focused on building baseline numbers in anticipation of future conversations about year-over-year comparisons with the executive management team.

There are no specific metrics being used to measure the business impact of the dashboards, nor is there a plan to create such measurements. According to company officials, the purpose of the dashboards is not to measure ROI, but to deepen the conversation with management about strategic training programs. KeyCorp is exploring using Learn.com’s ROI dashboards to support large-scale training initiatives.

In the example of the Teller 21 initiative cited earlier, business leaders were able to track in real-time the completion rate in rolling out a key strategic technology initiative. The strategic dashboard helped managers gauge what percentage of people were trained in any given region, and then helped them decide where they needed to apply additional resources, like follow-up training by coaches, to support the strategic initiative.

Looking Ahead

KeyBank is in the process of constructing two new dashboards in partnership with its LMS vendor. One dashboard will provide year-over-year trend analysis for planning and timing the release of new learning initiatives. By comparing learning activity levels to courseware initiatives, lines of business and even cost factors, this dashboard will help leaders identify the peaks and valleys in the learning cycle of the company, and more strategically plan for meeting learning demands.

The second dashboard focuses on compliance training. As a financial institution, KeyBank is highly regulated and must support robust reporting around compliance training. This dashboard will help senior leaders see in real-time how the organization is progressing during a major compliance training rollout, instead of waiting days or weeks for reports.



Lessons Learned and Best Practices

KeyBank learning managers shared some important best practices and lessons learned about implementing customized LMS dashboards.

Be Prepared for a Lengthy, Difficult Journey

Creating the customized LMS dashboards was more complex and took more time than learning managers had originally planned. The process of designing and building the dashboards was highly interactive and iterative, and it required a lot of learning and testing. The bottom line is that learning organizations should plan sufficient time to undertake this kind of project.

Having the Right Partner Is Critical

As with any complex technology development project, having a suitable partner is critical to an ultimately successful outcome. KeyBank learning managers praised its LMS vendor for its strong partnership and communication skills, as well as its willingness to brainstorm in design meetings.

Appoint an Advocate

The KeyBank learning managers also caution other organizations to never forget that the LMS vendor’s concept of what a dashboard does is bound by its own technology. Do not rely on your vendor’s vision, or the vendor’s ability to understand what is really important to you and your clients. The learning organization must own the fact that it is the advocate for the business. At KeyBank, the CLO appointed the director of training for National Bank and credit risk management to act as an integrator. She interfaced with the vendor team and translated KeyBank’s domain-specific business requirements into language the vendor understood.

Do Not Rely on IT to Build LMS Dashboards

The learning organization did not relegate the building of the LMS dashboards to the company’s IT group. As mentioned above, a highly seasoned training director ran the project and was involved in every decision. Even technical decisions did not go to just technical experts – someone who understood the business was always consulted.

Even the most

responsive of LMS

providers is still

not part of your

business. KeyBank

recognized this

fact, and took

ownership of

advocating for its

business needs

and explaining

those needs to the

provider.

BEST PRACTICE

�0BERSIN & ASSOCIATES © JULY 2009 • NOT FOR DISTRIBUTION • LICENSED MATERIAL


Learn about Information Visualization and HR Data Maps

Before starting an LMS dashboard project, the learning managers at KeyBank highly recommend learning about information visualization10. This is the discipline of using data to tell a story and its importance to the construction of dashboards cannot be underestimated. The managers also caution to plan enough time for learning your company’s HR data maps. The company admits that it can be easy to get lost in the data fields and lose sight of the end goals. For this reason, it is important to go into a process of integration design with a story in mind. The learning managers always made a strong effort to work on the project with the end-goal in mind by knowing what kind of conversation they wanted to have with management.

Conclusion

Alignment is a critically important topic to training managers. When L&D managers are asked what their biggest challenges are, “… being better aligned with the business….” continually comes up as one of the top three challenges11. Since this item is such an important criterion for success, we believe it should be a major focus of learning measurement efforts.

Quite simply, alignment means working on the right programs at the right time. To be aligned means that the L&D investments are not only effective, but are focused on the most strategic and important business areas. It means that management (HR and lines of business) understands and agrees with the allocation of resources. If the training function is well-aligned, the employees and executives in the organizations can say, “Yes, the training organization is delivering strategic value to our organization.”

The LMS dashboards provide KeyBank learning and business line managers with a significant management tool for keeping learning on track and aligned with enterprise goals.

10 Information visualization is a critical discipline of the modern high impact

learning organization. For more information, High-Impact Learning Practices: An

Operating Guide for the Modern Corporate Learning Function, Bersin & Associates,

July 2009. Available to research members at www.bersin.com/library or for purchase

at www.bersin.com/hilp.11 For more information, The High-Impact Learning Organization: WhatWorks® in

the Management, Governance and Operations of Modern Corporate Training, Bersin

& Associates / Josh Bersin, May 2008.


http://www.bersin.com/hilp

�1BERSIN & ASSOCIATES © JULY 2009 • NOT FOR DISTRIBUTION • LICENSED MATERIAL


Appendix I: Table of Figures Figure 1: KeyCorp at a Glance 4

Figure �: KeyBank Learning Organization 6

Figure �: Training Activity Dashboard – The Setup 10

Figure �: Training Activity Dashboard – The Rearview 11

Figure �: Key Bank’s Learning Levels 12

Figure �: Training Activity Dashboard – The Results 13

Figure �: Strategic Dashboard – The Windshield View 14

Figure �: Strategic Dashboard – The Setup 15

Figure �: Strategic Dashboard – The Results 16

��BERSIN & ASSOCIATES © JULY 2009 • NOT FOR DISTRIBUTION • LICENSED MATERIAL


About UsBersin & Associates is the only research and advisory consulting firm focused

solely on WhatWorks® research in enterprise learning and talent management.

With more than 25 years of experience in enterprise learning, technology and

HR business processes, Bersin & Associates provides actionable, research-based

services to help learning and HR managers and executives improve operational

effectiveness and business impact.

Bersin & Associates research members gain access to a comprehensive library

of best practices, case studies, benchmarks and in-depth market analyses designed

to help executives and practitioners make fast, effective decisions. Member

benefits include: in-depth advisory services, access to proprietary webcasts and

industry user groups, strategic workshops, and strategic consulting to improve

operational effectiveness and business alignment. More than 3,500

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ADP Case Study - CEdMA Europe › newsletter articles › Brandon... · CASE STUDY IN THIS CASE STUDY When KeyBank replaced a rudimentary training registration system with an industry-leading