1. Dave Vance Peggy Parskey March 5, 2012
Engaging Executives with World-Class Reporting Talent Development Reporting Workshop Learning Analytics Symposium
Dave Vance
Peggy Parskey
March 5, 2012

2. Workshop Objectives
At the conclusion of the workshop, you will be able to:
Articulate the Talent Development Reporting Framework and its benefits to L&D
Identify the type of data that you can gather in your organization to populate the statements and reports
Assess the opportunities and challenges in your organization
Develop an action plan to address these challenges and leverage the opportunities
Identify how Talent Development Reporting will make you more effective in your role
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

3. Agenda & Guidance to You
Introductions
TDRp Overview
Measurement Categories
TDRp Statements
Break
TDRp Reports
Implementing TDRp
Action Planning
Our guidance to you
Maintain an aspirational view
Continue to think about what you can do in 2012 to make progress
The perfect is the enemy of the good Voltaire
Our Approach
A combination of presentations and group interaction
Opportunities to share your best practices AND challenges
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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4. Interactive Introductions
Organization size (<100K employees, >100K employees)
Sector (Private, public)
# of L&D Employees (<250, >=250)
User of MTM (Yes, No)
Organization (L&D, HR, Business)
Structure of L&D (centralized, decentralized, hybrid)
Role (Individual contributor, manager/director, senior leader)
Experience with Executive Reporting (yes, no)
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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5. Assessment Results Score Range Count 73-90 55-72 37-55 18-36
Where did you score?
What are your strengths?
What are your biggest challenges?
Score Range
Count
73-90
55-72
37-55
18-36
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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6. Keep Your Eyes on the Icons
We have sprinkled icons throughout the deck to alert you to :
Definitions
Tip or technique
Tool or resource
Reminder or watch out
Make note of them so that you can more easily review the material after the course
Definition
Tip or technique
Tool or resource
Reminder
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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7. TDRp Overview
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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8. What is TDRp? What are its Goals?
Reporting standards for the Talent industry that provide a framework for managing the efficiency, effectiveness, and outcomes of talent investments
Enables the communications of results at all levels within an organization
Reporting for executives (vs operational reporting for the staff)
Goals
Practical, relevant guidance for reporting in the talent development field
Standard measures and definitions
Standard reports
Adopted by many organizations and becomes the standard for the industry
Similar to what GAAP* provides for accounting
Reports: Income Statement, Balance Sheet and Cash Flow Statement
Measures and definitions: Income, expenses
*Generally Accepted Accounting Principles
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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9. Why TDRp? The Imperative for Change1
Situation
Reduced L&D budgets; pressure to ‘do more with less’
L&D viewed as a cost center; no clear accounting of their value 2
Complication
Most learning functions do not operate the function like a business
Most CEOs are not asking their CLOs for this data
CLOs lulled into believing this data isn’t important. 3
Implication
L&D is constantly in a defensive position, justifying its budget and fighting to be viewed as a serious contributor to business results 5
Action
Implement a standard set of reporting principles across the industry to enable consistency in reporting and comparability of results. 6
Benefits
Improve allocation of resources to high priority and pay-off areas
L&D organizations can compare results to other firms to enable goal setting and drive increased value of the learning function 4
Position
L&D must operate like a business with goals, a scalable process for gathering meaningful data, & a robust reporting and action-taking process.
L&D must move beyond activity and cost data to effectiveness and impact
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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10. The Executive Audience
L&D needs to provide Executives with reports that answer the strategic questions about their function
Busy, not much time
Not familiar with L&D terms
Focused on the bottom line
You want them to have:
Confidence that L&D is aligned with what's important to the broader business
Confidence that the money invested in talent development is being managed well
Senior Executive Reporting
L&D Executive Reporting
L&D Operational Reporting
Operational Reporting
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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11. What’s Important to Your CEO?
Source: ROI Institute Study based on responses from 96 CEOs
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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12. Operational vs Executive Reporting
Operational Reporting
Executive Reporting
Reporting on specific programs
A holistic picture of the business
Reporting on what happened
Reporting on what happened and projections for the year
Reporting results only
Setting goals and reporting results against goals
Identifying specific improvement opportunities
Identifying how L&D is contributing to the business and how it can provide even greater value
Talking to ourselves using L&D terminology
Engaging business leaders in business oriented discussions about L&D performance
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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13. Benefits of Talent Development Reporting principles (TDRp)
Clear, practical reporting guidance for CLOs to use within their own organization
Manage the L&D function to produce desired outcomes effectively and efficiently
Provide appropriate, meaningful reports to the CEO
Standard measures and definitions to benchmark and learn from other organizations
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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14. Measurement Basics
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15. Optimizing Outcomes Learning Process Learning Processes
SET LEARNING GOALS
MONITOR & REPORT
Quality
Value
Job application
Learning Process
Effectiveness
Optimized Outcomes
Efficiency
Optimize
Volume
Time
Costs
Learning Processes
Growth
Productivity
Retention
IMPROVE
ANALYZE
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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16. Categories of Success Measures
Effectiveness measures: Measures how well a task/process/function is performed
Efficiency measures: Measures the extent to which time or effort is well used for the intended task or purpose (e.g. output relative to the input)
Outcome measures: Measures the relationship and/or value of a program or activity to strategic business goals
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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17. Sample Measures Effectiveness measures: How well?….
Efficiency measures: How much? How fast?
Outcome measures: So what? What is the contribution to the business?
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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18. TDRp in Detail
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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19. Overview Two primary audiences for reporting Four recommendations
CLO, including managers and staff
Senior leaders, including governing boards and CEO
Four recommendations
Adopt a set of guiding principles
Adopt standard measures and definitions
Adopt three standard statements
Adopt three standard reports
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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20. Executive Reporting Focus
Summary Conclusions, Actionable Recommendations, Issues for Further Analysis
Scope of White Paper
Reports
Program/ Initiative Analytics
Statements
System Wide Analytics
Standard Measures
Specific
methodology (e.g. Phillips, Brinkerhoff)
Systems and processes for organizing data, calculating measures
Data
Data Sources and Systems
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

21. Executive Reporting Process
Senior Executives
Learning Executives
Executive Reports
L&D Summary Report
Quarterly
L&D Program Report
Monthly
L&D Operations Report
Monthly
Learning Effectiveness
Statement
Learning Efficiency
Statement
Outcome
Statement
Statements
Guiding Principles
Data Sets
Outcomes
Effectiveness
Efficiency
Extract, convert and calculate Standard Measures
Data Sources
Financial Data
Learning Management System
Evaluation System
Other Sources: HRIS, CRM, ERP
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

22. YES Case Study Overview YourElectronicStore*
Consumer electronics goods and services
4,000 stores across the United States
36,000 employees; 10,000 store managers
Goals to increase sales and profitability by:
Improving customer loyalty
Improving operational excellence through better inventory management that will result in:
Lower restocking charges due to returned merchandise
Increase inventory flow-through due to improved alignment of customer needs to on-hand inventory
YES
Read the YES Case Study
*No relationship to YES Stores
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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23. TDR Statements Statements
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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24. Executive Reporting Process
Senior Executives
Learning Executives
Executive Reports
L&D Summary Report
Quarterly
L&D Program Report
Monthly
L&D Operations Report
Monthly
Learning Effectiveness
Statement
Learning Efficiency
Statement
Outcome
Statement
Statements
Guiding Principles
Data Sets
Outcomes
Effectiveness
Efficiency
Extract, convert and calculate Standard Measures
Data Sources
Financial Data
Learning Management System
Evaluation System
Other Sources: HRIS, CRM, ERP
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

25. Yes, but what are your goals?
The Statements
Three standard statements
Effectiveness
Efficiency
Outcome
Each statement shows
Last year’s actual
Plan (or goal) for this year
Year-to-date results
Uses standard measures; the choice of measures depends on organization
Yes, but what are your goals?
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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26. L&D Effectiveness Statement Effectiveness Measures*
Level 1: Satisfaction; forecasts of levels 3-5
Participant
Sponsor
Level 2: Amount learned
Level 3: Application rate
Level 4: Impact
Level 5: Value (net benefit or ROI)
*See a complete list in the Definition of Terms and Measurements document
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

27. Learning Effectiveness Statement3 4 5
Components:
Learning evaluation levels
Key measures within each learning level
Actuals
Plan
% of Plan 1 2 1
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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28. Activity 1
For the YES Case Study, recommend 3-4 learning effectiveness measures you should track
After you identify your measures, place a by your top 2 measures (by program)
Learning Program
Effectiveness Measures
Selling skills
Customer sat training
Inventory management
Leadership training
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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29. L&D Efficiency Statement Efficiency Measures*
Volume
Participants
Courses, classes, hours
Offered, taken
By ILT, vILT, WBT, etc.
Costs
Development, delivery, management
Tuition
Opportunity
Utilization
Courses, classes, instructors
By ILT, vILT
Effort to develop and maintain
Reach
Cycle times
Performance consulting, development, delivery
*See a complete list in the Definition of Terms and Measurements document
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

30. Learning Efficiency Statement3 4 5
Components:
Categories of efficiency measures
Sub-categories for comparison by type of training or type of expense
Actual
Plan
% of Plan 1 2 1 1 1 1
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

31. Activity 2
For the YES Case Study, identify the key L&D objectives for (you can be creative)
Recommend specific efficiency measures you should track
After you identify your measures, place a by your top 2 measures (overall)
L&D Objectives
Efficiency measures
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

32. L&D Outcome Statement Measures of Impact*
Application (level 3)
Impact (level 4)
Participant’s estimate (or forecast)
Sponsor’s estimate
Statistical estimate
Actual results
Proxies for impact
*See a complete list in the Definition of Terms and Measurements document
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

33. Business Outcome Statement4 5 6
Components:
Priorities
Business goal
Impact of training
Actuals
Plan
% of Plan 1 2 3
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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34. Activity 3
For the YES Case Study, identify the top business priorities, objectives and goals. (Be creative)
Identify the potential impact of the learning programs on these strategic initiatives
After you identify the measures, place a by the top business objectives you will track.
Priority
Business Objective
Goal
Learning Impact
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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35. TDR Reports
Reports
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

36. Executive Reporting Process
Senior Executives
Learning Executives
Executive Reports
L&D Summary Report
Quarterly
L&D Program Report
Monthly
L&D Operations Report
Monthly
Learning Effectiveness
Statement
Learning Efficiency
Statement
Outcome
Statement
Statements
Guiding Principles
Data Sets
Outcomes
Effectiveness
Efficiency
Extract, convert and calculate Standard Measures
Data Sources
Financial Data
Learning Management System
Evaluation System
Other Sources: HRIS, CRM, ERP
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

37. The Reports Three types of reports Each report shows
L&D Summary Report
L&D Program Report
L&D Operations Report
Each report shows
Last year’s actual
Plan (or goal) for this year
Year-to-date results
Forecast for this year
Customized reports that pull measures from the statements
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

38. Bringing it All Together: L&D Summary Report
Audience: senior business and learning executives
Most significant measures from the effectiveness, efficiency and outcome statements aggregated at the highest level
Measures will vary by organization and year to year based on organizational priorities
Generated at least quarterly
Must be read holistically to obtain an accurate picture of progress against goals
Senior Executives
L&D Summary Report
Quarterly
Learning Effectiveness
Statement
Learning Effectiveness
Statement
Learning Efficiency
Statement
Outcome
Statement
Outcome
Statement
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

39. L&D Summary Report Components4 5 6 7
Components
Outcome, effectiveness & efficiency sections
Top initiatives
Key measures for each category
Actual
Plan
% Plan
Forecast 1 2 2 3 1 1
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

40. Activity 4 Review your answers for Activities 1-3
Identify the initiatives and measures you should pull into the L&D Summary Report from the three supporting statements
Report Area
Key Initiative to track
Measures
Impact
Effectiveness
Efficiency
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

41. L&D Program Report Components Corporate Goal1 2 4 5 6 7 3
Components
Corporate Goal
Impact of learning program on corporate goal
# of participants & courses
Level 1 for employees & sponsor
Level 2
Level 3
Sample sizes for Levels 1-3
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

42. L&D Operations Report Components:
Key efficiency measurement categories
Efficiency measures for each category
Actual
Plan
% Plan
Forecast 3 4 5 6 1 2 1 2 1 2
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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43. Summary: Talent Development Reporting principles
TDRp provides
Guiding principles for reporting
Standard measures and definitions
Standard statements
Executive reports
Benefits
Provides industry guidance on reporting
Supports better management of the L&D function
Supports benchmarking and cross company comparisons
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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44. Implementing TDRp
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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45. Implementing TDRp Getting Started Building Capability Optimizing
Learn about TDRp*
Socialize TDRp with key stakeholders in your organization
Align TDRp with existing reporting initiatives
Identify the focus, scope and pace of change
Create a multi-year plan
Allocate resources; train your team
Meet with Senior Executives; identify critical priorities and L&D’s contribution
Identify key metrics to track: effectiveness, efficiency and outcomes
Create Efficiency and Effectiveness and Outcome statements
Review the statements with your direct reports
Create the reports: L&D Summary Report, Program and Operations Report
Review the Reports with senior executives
Identify improvement opportunities
Track progress against plan
Streamline the data collection; ensure it is repeatable & scalable
Incorporate TDRp into quarterly operations reviews and management processes
Use the data to inform program priorities, budgets and resource allocation
Use the data to demonstrate the value of L&D to the organization
Track progress against the plan *
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

46. Critical Success Factors
Drive TDRp from the top of L&D (CLO and his/her governing board)
Ensure tight alignment with business objectives
Maintain a dialogue with senior business leaders
Prioritize what and when you report
Sustain the effort for Executive Reporting (no ‘flavor of the month’)
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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47. Brass Bands and Fireworks
The Anatomy of Change
Optimism
Brass Bands and Fireworks
It works!
This is taking time
Results aren't visible
Maybe not a bad idea
Response
Is it worth it?
Start to see pay-offs
Enthusiasm
The Dark Night of the
Innovator
Skeptical
Pessimism
Time
Investment Phase
Pay-off Phase
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

48. Action Planning Develop an action plan for the next six-nine months
Identify the critical activities, owners, resources, support and timing
Activity
Owner
Resources
Support Required
Timing
For each of the key tasks, identify:
Support do you need from key stakeholders (e.g. engagement, access to business data)
Potential management of change issues.
Augment your action plan to incorporate these considerations. Examples:
Meetings with business executives to socialize TDRp
Meetings with owners of key business initiatives to ensure alignment between L&D and the organization
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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49. Contact Information
Dave Vance
President, Manage Learning LLC
Peggy Parskey
Strategic Measurement Consultant, KnowledgeAdvisors
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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50. Job Aids
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51. The Eight Principles
Employ concise and balanced measures reported in a consistent and clearly defined format
Produce and communicate Executive Reporting with a frequency and thoroughness to enable appropriate management of the function
Include actionable recommendations in all Executive Reporting
Maintain data integrity and completeness
Employ appropriate analytical methods
Provide the impact and value or benefit of programs and initiatives whenever appropriate
Capture and report the full costs of L&D
Support continuous improvement of executive reporting and the underlying data bases
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

52. The Statements Compared
Question
Effectiveness Statement
Efficiency Statement
Outcome Statement
What is it?
Focuses on how effectively or how well the business outcomes are achieved.
Brings together all the activity and cost elements necessary to judge how efficiently the outcomes were achieved
Depicts key goals / desired outcomes of the organization along with the expected impact of L&D on achieving those outcomes
Who is the audience?
Senior L&D Leaders
Why do it?
The effectiveness statement provides insight into areas for continuous performance improvement of learning programs
The efficiency statement helps ensure the learning function is well managed and reaching the desired audience
The Outcome Statement depicts the value of the learning organization to the business
What reports does it feed?
Quarterly L&D Summary Report
Monthly L&D Program Report
Monthly L&D Operational Report
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

53. The Reports Compared Question L&D Program Report L&D Operations Report
L&D Summary Report
What is it?
Highlights the connections between learning programs/ initiatives, the organizational goal and the impact of learning on those goals.
Includes efficiency details on the costs and activities of the learning function.
This report shows actuals and performance relative to plan.
Contains the most significant measures from the outcome, effectiveness and efficiency statements aggregated at the highest level.
This report should be generated quarterly.
Who is the audience?
Senior L&D Leaders and their staff
Senior Business Leaders & Senior L&D Leaders
Why do it?
Enables Learning Leaders to manage programs and initiative
Enables Learning Leaders to manage the efficiency of the L&D operation
Provides a holistic view of the overall impact, effectiveness and efficiency of the learning organization
What statements feed it?
Outcome Statement
Learning Effectiveness Statement
Learning Efficiency Statement
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

54. Sample Measures Type Purpose Examples Efficiency
Demonstrate the ability of the learning function to deliver learning solutions:
Cost effectively
In a timely manner
That reach the target audience
That use learning resources wisely
Costs to design, develop and deliver content
Course activity and volume
Time from request to deployment
Utilization of courses
Effectiveness
Aligned with business needs
Satisfy learners
Producing increased learning, new behaviors and improved performance
Providing value to the business
Level 1: Courseware quality, delivery effectiveness, learning effectiveness
Level 2: Amount learned
Level 3: % of learning applied on the job
Level 4: Job impact
Level 5: ROI or ROE
Outcomes
That produce tangible business outcomes
Result in high levels of satisfaction
Increase employee engagement and retention
Financials: revenue growth, profitability, cost of goods sold
Customer satisfaction and loyalty
Operational: space utilization, inventory turns
Employee engagement, turnover
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

55. Prioritization Matrix
Not everything is equality critical. Create a prioritization matrix
Criticality
High = Critical to demonstrate tangible outcomes. Typically reserved for strategic, costly or visible programs
Medium = Important to demonstrate outcomes. Helps make tradeoffs among alternative programs.
Low = Won’t provide sufficient information for demonstrating outcomes
Data collection challenge
Easy
Feasible
Difficult
Level of criticality of the measure to the organization
High
1: Definitely collect
2: Worth collecting
Medium
3: Collect if you have time
Low
4: Ignore
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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56. Handouts
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
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57. TDRp Maturity Assessment
Strategic alignment
Goal setting and standards
Data collection
Reporting methods
Analysis & Use
Technology
See the Word Document with the detailed items
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

58. YES Case Study: Background
YourElectronicsStore sells consumer electronics goods and services through its YES store chain. Its 4,000 stores offer a selection of technology products, including mobile devices, accessories, and services.
As of December 2011, YES employed 36,400 people with about 10,000 store managers. A critical component of the YES business strategy is to increase sales and profitability. Their strategy includes:
Improving customer loyalty to drive increased sales
Improving operational excellence (and reduced costs) through better inventory management that will:
Lower restocking charges due to returned merchandise
Increase inventory flow-through by better matching inventory on hand to customer demand
The CEO has set a goal of a 30% increase in profits in He expects YES to achieve this through:
20 % increase in sales and
10% reduction in costs
YES’s success also depends on its ability to attract, motivate and retain a qualified management team and employees. Over the past few years, the company has focused on leadership excellence as a key driver of employee engagement and customer satisfaction which they believe will enable them to achieve their aggressive sales, cost and profit goals.
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

59. YES Case Study: L&D’s Role
The L&D function is chartered with developing store capability in four key areas:
Selling skills to ensure that customers are provided with the right products to meet their needs. Included in this training are skills to upsell customers to purchase accessories (e.g. headsets, power adaptors, travel kits) that provide a complete solution
Customer satisfaction training to ensure that customers are provided with high quality service throughout the purchase lifecycle
Inventory management skills to ensure the stores stock the right products to meet customer demand
Leadership training to build capabilities in their middle and senior level store managers and improve employee engagement
For FY12-13, Jim Sampson, the Chief Learning Officer, has determined the following:
80% of store managers must be trained between Q1 FY12 and Q2 FY13 on the core solutions identified by the executive team
The training solutions will be a combination of face-to-face formal learning, e-learning as well as informal solutions including the development of knowledge resources, store manager mentors and performance support systems
L&D must keep a close eye on its costs to ensure that it delivers its training in a timely manner but competitive with industry norms
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18

60. Action Planning Template
Activity
Owner
Resources
Support Required
Timing
For each of the key tasks, identify:
Support do you need from key stakeholders (e.g. engagement, access to business data)
Potential management of change issues.
Augment your action plan to incorporate these considerations. Examples:
Meetings with business executives to socialize TDRp
Meetings with owners of key business initiatives to ensure alignment between L&D and the organization
Talent Development Reporting principles • TDRp Symposium Workshop: March 2012
20-Sep-18