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Developing an L&D Dashboard: 2.0. Julie Stone, VP Learning & Talent Management Prudential Group Insurance. Can your stakeholders express the value your organization brings to the business? What would they say? Can you?. A story…. Objectives and Outcomes for Today’s Session.

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developing an l d dashboard 2 0

Developing an L&D Dashboard: 2.0

Julie Stone, VP Learning & Talent Management

Prudential Group Insurance

slide2

Can your stakeholders express the value your organization brings to the business?

What would they say?

Can you?

objectives and outcomes for today s session
Objectives and Outcomes for Today’s Session
  • Tell your story – with business-driven data
  • Make a compelling case for investing in talent development
  • Take away an approach for creating a dashboard you can use in your business
  • Drive market differentiation through top talent
  • Be a leader of influence with a seat at the table
typical environment
Typical Environment
  • Corporate, P&L environment with internal clients
  • A lot of mandated check-the-box training
  • Cost is primary business driver
  • Org structures: Varied degrees of centralization
typical challenges
Typical Challenges
  • L&D perceived as only an expense
  • L&D not viewed as a strategic partner
  • Senior leader time and attention stretched
  • Need to express value in business language
  • L&D perceived as “soft”
current day challenges
Current Day Challenges
  • Economic conditions
  • Outsourcing
  • Future talent needs de-prioritized
  • Neglecting to recognize our changing workplace
  • All of these result in reduced funding
  • Reduced funding results in decreased ability for talent to differentiate your business in the marketplace
what s a dashboard
What’s a Dashboard?
  • Graphical Display
  • Health of project, organization, function, etc.
  • Industry /functional metrics
  • Benchmarks
  • Speaks in business language
small group discussion
Small Group Discussion
  • In your current environment, what metrics do you capture and how? Are they the same metrics that the business captures?
  • For whom?
  • Do you package them in a dashboard format?
  • Is the business happy with them?
  • Are you happy with them?
  • Do they tell your story?
dashboard evolution first attempt
Dashboard Evolution: First Attempt
  • Level 1s, Level 2s, number of staff trained, training initiative type
      • Data only, not relational to anything
      • Hard to know if data is good, bad, or ugly
      • No analysis of data
      • Not business outcomes driven
  • Assumption that the data will be meaningful to leaders
  • Data is not actionable
  • While not particularly meaningful, requires significant effort to collect and report
dashboard evolution next attempt
Dashboard Evolution: Next Attempt
  • Used all data from first attempt
    • Attempted to make data:
      • Relational
      • Included some business outcomes
      • Used graphics to display data, but still:
  • Not particularly meaningful, not actionable, activity-based, and required more effort to collect and report
next attempt example

677

Distance seats trained

Distance cost savings (vs. cost of instructor-led travel)

Overall travel budget savings

Continuous Improvement

Next Attempt Example

YTD Training Volumes

YTD Documentation Results

Growth & Efficiency

30

T&D process improvements implemented YTD

YTD Web-Based Delivery

3Q/4Q Highlights Include:

1.Time tracking and capacity planning and reporting

2.Consistent web-based course templates, tools, and best practices

3.Distance learning best practices and workshops

20

New web-based courses created

Increase in overall library size

Web-Based Training seats completed

52%

1377

YTD Distance Delivery

Employee Development

$30,698

13

191

58

YTD website hit count / employee

Workshops

T&D Attendees

131%

5,016

Document updates YTD

next attempt example1

677

Distance seats trained

Distance cost savings (vs. cost of instructor-led travel)

Overall travel budget savings

Continuous Improvement

Next Attempt Example

YTD Documentation Results

Growth & Efficiency

30

T&D process improvements implemented YTD

YTD Web-Based Delivery

3Q/4Q Highlights Include:

1.Time tracking and capacity planning and reporting

2.Consistent web-based course templates, tools, and best practices

3.Distance learning best practices and workshops

20

New web-based courses created

Increase in overall library size

Web-Based Training seats completed

52%

1377

YTD Distance Delivery

Employee Development

$30,698

13

191

58

YTD website hit count / employee

Workshops

T&D Attendees

131%

5,016

Document updates YTD

dashboard evolution 3 rd iteration
Dashboard Evolution: 3rd Iteration
  • Focus shifts from collecting to analyzing data:
      • Relational – both internally and externally
      • Shift to using business language and business measures
      • Reposition traditional L&D metrics (L1, L2) as “effectiveness / COE” metrics
  • Less reporting:
      • One page target (reality: 3)
  • Significant meaning for the business
  • Viewed us as running L&D as an operation, with efficiency and effectiveness targets
3rd iteration efficiency productivity
3rd Iteration: Efficiency & Productivity

T&D Productivity

Training Consumption per Trainee

17.8

Benchmark Range

9.6

9.8

4.9

4.2

4.2

2.6

6.78 per/qtr benchmark

3.5

1.4

1.9

Cost per Learning Hour

$72.99 benchmark

  • Every hour worked in T&D delivers between .56 -1.08 training hrs consumed.
current iteration
Current Iteration
  • Tied metrics to business
  • Added financials
      • Budget forecast vs. actuals
      • ROI
  • Added capacity - present and future views
l d dashboard focus power of 5 and operational excellence
L&D Dashboard Focus: Power of 5 and Operational Excellence

One Aligned, Powerful HR Team

L&D Productivity

Financials

ASTD

Benchmark:

$72.99

Projected Capacity

YTD Budget : $XXXM Actual: $XXXM

10.7% positive variance

Business Impact

YTD ROI: TBD* % of Spend: TBD

*ROI & evaluation methods in development

Industry

Benchmark:

43-68:1

LOB1 LOB2 LOB3 LOB4 LOB5 LOB6 Total

Q3 18% 22% .2% 0% 32% 22% 95%

Q4 25% 35% 4% 0% 19% 18% 102%

Initiatives delivered within requested timeframe: 100%

* Does not include Talent Management & Leadership

Projected Capacity*

YTD L&D Allocation

Volumes*

*Does not include Talent Management & Leadership

Benchmark:

2.26 hrs p/month

YTD Growth of Off-the-Shelf Library:

New courses: 7 Percentage Increase: 39%

business reactions
Business Reactions
  • Initial shock…followed by delight
  • Significant increase in credibility
  • Viewed as a strategic resource…driving increased discussion re investment
  • “L&D is showing up differently”
  • Funding has increased…driving increased talent development and business performance
  • L&D team engagement increased, personal connection to mission strengthened
gaps we still want to address
Gaps We Still Want to Address
  • Finding the sweet spot between reporting activity vs. outcomes
      • Can we do away with training volumes?
    • Future projections based on development ratios
  • Adding in end-to-end talent lifecycle view
      • Talent acquisition / staffing
      • Performance management and development
      • Succession Planning and retention
  • Incorporating full organizational costs of talent investment
small group discussion1
Small Group Discussion
  • What are your thoughts on using business language to talk about L&D metrics?
  • Are there measures that we’ve shown today that would be applicable in your setting?
  • How about ones that you wouldn’t want to show?
  • Could you effectively engage your business in a strategic discussion using a dashboard?
  • What barriers do you see in developing or using a dashboard to communicate value?
capturing the data what should you collect
Capturing the Data – What Should You Collect?
  • Determine your blend of activity vs. outcome based metrics
  • Think like a P&L leader – what would you want to know to keep investing?
  • Think about your culture – what resonates?
  • Learn what your stakeholders collect and report – anticipate the “views” they want to see
  • Practical component – what can you collect?
  • How can you interconnect your data to existing business data?
start with the business
Start with the Business
  • Costs: fully-loaded staffing costs, overhead, charge-backs, all of it
  • Number of employees you support
  • Big picture numbers: Revenue, expenses, key business metrics
  • L&D functional excellence metrics: Volumes, L1, L2, L3, L4
  • View into what your L&D production level is: capacity, efficiency, projections, etc.
  • Benchmarks: Internal and external
how do i collect it
How do I collect it?
  • Operational excellence is key!
  • Consistency
  • Define metrics, create common process, limit access, monitor and QA entries
  • Monthly – even if you report less frequently
  • Know how you’re going to structure your data
how do i make the data meaningful
How do I make the data meaningful?
  • Tie them to business results
  • Use benchmarks - internal and external
  • Trend your own data over time
      • Determine your impact
      • Identify areas of opportunity or enhanced focus
      • Becomes a vehicle for continuous process improvement
who do i present it to
Who do I present it to?
  • Decision makers – not just L&D leaders:
      • L&D governance board
      • P&L or functional leaders
  • Puts actionable data in their hands to enable decision making
  • Aligns them on priority, capacity, and investment (vs. spend)
slide28

Story revisited

  • What will you do differently?