Talent Development
Reporting principles
(TDRp):
A Webinar for Senior
Leaders
January 20, 2015
• David Vance
Executive Director
• Peggy Parskey
Assistant Director
Logistics for Today’s Webinar
2
• PowerPoint and recording will be available to you afterwards
• If at your computer and using a phone, select Telephone on the control
panel
• To ask a question during the webinar, please raise your hand and we
will unmute you.
• If calling from a phone, enter you PIN # if you want to be able to ask a
question (necessary for us to unmute you)
• We will take questions at the end, too
» Can also type Question in Question box
Talent Development Reporting principles • CTR
Jan 21, 2015
Our Sponsors
We want to thank the following sponsors for their
support of the Center for Talent Reporting.
PLATINUM SPONSOR
SILVER SPONSORS
Cigna and Skillsoft are Founding Silver Sponsors
Talent Development Reporting principles • Center for Talent Reporting
3
Our Sponsors
4
We want to thank the following sponsors for their
support of the Center for Talent Reporting.
BRONZE SPONSORS
ADP, Bellevue University Human Capital Lab, Development Dimensions International, McBassi &
Company, ROI Institute, Skyline Group, and Tata Interactive Systems are Founding Bronze Sponsors
Talent Development Reporting principles • Center for Talent Reporting
Purpose of Today’s Webinar
• Provide a high-level overview of TDRp
» Business principles, framework, measures, reports
• Make the case for TDRp
» Help you decide if it would be helpful in your department
• Introduce you to the Center for Talent Reporting
• Answer your questions
Talent Development Reporting principles • Center for Talent Reporting
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Agenda
• The Need for TDRp
• What TDRp Offers
• TDRp Measures
• TDRp Reports
• Conclusion
Talent Development Reporting principles • Center for Talent Reporting
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7
The Need for TDRp
Talent Development Reporting principles • Center for Talent Reporting
The Current State
8
• We don’t speak the language of business and we don’t act like
strategic business partners
• We are not having the impact we should and we struggle to
demonstrate our worth.
• We don’t use standard management principles to plan and run
our functions
• And we aren’t using standards for
» Measures
» Reports
• A Lot of Opportunity!
Talent Development Reporting principles • Center for Talent Reporting
Benefits of Standards
9
• Saves time
» No need for every practitioner or organization to start from scratch or
spend time researching
- Names and definitions of measures
- Types of reports (what to include?)
» No need for department head to train staff on how to manage HR
- How to set plan
- How to create and use reports
» Eliminates (or reduces) time spent arguing over the above
• Most professions have standards
» Language, analysis, reporting
Talent Development Reporting principles • Center for Talent Reporting
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What TDRp Offers
Talent Development Reporting principles • Center for Talent Reporting
Talent Development Reporting
Principles (TDRp)
11
• Brings standards to HR for the management of human
capital
» Planning
- Reaching agreement on measures of success
» Measurement
» Reporting
» Execution
• Mission: Improve & standardize the measurement, reporting, and
management of human capital to increase business value
Talent Development Reporting principles • Center for Talent Reporting
Talent Development Reporting
Principles (TDRp)
12
• Engaged 30 industry thought leaders like Fitz-enz, Bassi,
Phillips, Bersin, Brinkerhoff, and CLOs/ Senior Talent Leaders of
major organizations to develop the standards in 2010 & 2011
• TDRp for L&D completed in 2011
• Extended to all HR processes in 2012
»
»
»
»
»
»
Learning & Development
Talent Acquisition
Leadership Development
Performance Management
Capability Management
Total Rewards (C&B)
Talent Development Reporting principles • Center for Talent Reporting
TDRp Designed to Run HR with Business
Discipline
1. Identify the business goals
2. Align L&D and HR initiatives
to business goals and plan
the initiatives carefully
3. Get upfront agreement with
sponsor on expected impact
4. Execute and report with
discipline
5. Measure and evaluate
These are all standard business practices!
Talent Development Reporting principles • Center for Talent Reporting
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What TDRp Offers
• Guidance for
»
»
»
»
»
»
Identifying organizational and department goals
Aligning your initiatives to them
Choosing the right measures
Reaching agreement on a plan for expected impact
Setting plans for effectiveness and efficiency measures
Creating and using reports to manage
• Classification of measures into three types
• Standard names and definitions for measures
» Built on work of ATD, SHRM, Fitz-enz, Higgins, others
• Three customizable management reports
Talent Development Reporting principles • Center for Talent Reporting
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Executive Reporting Process
Executive Reporting Process
Senior Executives
Executive
Reports
15
Talent Development Executives
Talent Development
Summary Report
Quarterly
Talent Development
Program Report (s)
Monthly
Talent Development
Operations Report (s)
Monthly
Note:
Measures can
be organized
by processes
and/or
efficiency,
effectiveness
& outcomes
Outcomes
Effectiveness
Efficiency
Talent Development Processes
Talent
Acquisition
Leadership
Development
Learning &
Development
Capability
Management
Performance
Management
Total
Rewards
Extract, convert and calculate Standard Measures
Data
Sources
Financial
Systems
Non-Financial,
non-TDR Systems
Evaluation,
EOS Systems
Others: HRIS,
LMS, CRM, ERP
Guiding Principles
Measures
16
The Measures
Talent Development Reporting principles • Center for Talent Reporting
The Three Types of TDRp Measures
17
• Effectiveness: quality of program or initiative
» For individual programs and for enterprise overall
» Examples: Participant satisfaction with training, quality of hire, satisfaction
with performance management or compensation, bench strength
• Efficiency: efficiency of program or initiative
» For individual programs and for enterprise overall
» Examples: Number of hires, number of participants, number of performance
discussions, span of control
• Outcomes: impact of HR initiatives on organizational goals
» Will be a different set for each organization because goals and initiatives are
different.
» Common outcome measures are impact on: sales, cost, quality, employee
engagement, leadership score, diversity, etc.
Talent Development Reporting principles • Center for Talent Reporting
Measures can be used to Manage or
Monitor
• Measures to manage
»
»
»
»
»
Most important
Target the vital few
Typically directly aligned to your goals
Plan or target has been established
Forecast is made and updated
Reviewed at least monthly by senior leaders
- If not on plan, or if forecast is to fall short of plan, senior leaders
discuss and agree on action to take to achieve plan
• Measures to monitor
» Less important
» Typically involve more detail
» Reviewed as needed
Talent Development Reporting principles • Center for Talent Reporting
May have many
18
Effectiveness Measures
19
Process
Effectiveness Measures
Learning &
Development
Satisfaction, amount learned, application, impact
Talent Acquisition
Quality of hire, hiring process effectiveness
Leadership
Development
Bench strength, Succession planning success rate
Performance
Management
% of employees with improved ratings, % of employees
with rating turnaround
Capability
Management
% of employees with career discussion, % career
movement, % of positions with ready replacement
Total Rewards
High performers salary differential, compa ratio
Talent Development Reporting principles • Center for Talent Reporting
Efficiency Measures
20
Process
Efficiency Measures
Learning &
Development
Number of participants, courses; utilization rate
Talent Acquisition
Number of internal/external hires, acceptance rate, time to
start
Leadership
Development
Span of control, tenure, % of positions filled internally
Performance
Management
Number of performance discussions, % of employees with
goals, % of employees with performance reviews
Capability
Management
Number of promotions, number of transfers, average time in
position
Total Rewards
Average benefit cost, variable compensation %
Talent Development Reporting principles • Center for Talent Reporting
Outcome Measures
• The impact of your initiatives on the organization’s goals
» May be expressed quantitatively, qualitatively, or with a proxy
• Examples
» Impact of HR on sales
» Impact of HR on employee engagement
» Application rate of training (as a proxy for impact of L&D)
• Bottom line, some measure of impact or success
will be needed
» All selected outcome measures will be managed
» Best practice: create a list with additional information
Talent Development Reporting principles • Center for Talent Reporting
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Reaching Agreement on Plan
22
A Key Focus of TDRp
• Any measure to be managed has to have a plan
» This is the goal or target for the year
» This is what you an others will try to accomplish
- You will have specific action items
- You will do your best in the face of uncertainties and unexpected events
» Your colleagues in other departments already do this
• Who sets the plan?
» Enterprise-wide effectiveness and efficiency measures should be set
by the department head
» Plan for outcome and program-specific effectiveness and efficiency
measures set by sponsor, program manager and department head
Talent Development Reporting principles • Center for Talent Reporting
Reaching Agreement on Plan for
Outcome Measures
23
• Department head and program manager meet proactively with
sponsor
» Business discussion to understand goal, challenges
» Explore how HR can help
» If it can, then decide on
- Specifics of initiative (what, where, when, how)
- Reasonable number to use as plan

Both parties will own it
- Mutual roles and responsibilities to achieve plan
» Role of sponsor may vary, but is often larger than the sponsor thinks
- Typically the case for L&D initiatives
- Hiring, new sales incentive plan, mentoring program for leaders
Talent Development Reporting principles • Center for Talent Reporting
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TDRp Reports
Talent Development Reporting principles • Center for Talent Reporting
The Reports
• Three levels of reports
» Operations Report
- For Department head
» Summary Report
- For Department Head, SVPHR,
CEO, Governing Boards
» Program Report
- For Program Manager,
Department Head, sometimes
sponsor as well
Talent Development Reporting principles • Center for Talent Reporting
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• Executive-level reports show
»
»
»
»
Last year’s actual
Plan (or goal) for this year
Year-to-date results
Forecast for this year
• Detailed reports for
managers may show
» Monthly, quarterly, trend data
» Granularity
» Without plan or forecast
Reports Designed to be used in Monthly
Meetings to Manage/Share Results
• Department Head meeting with direct reports
» Ideally in a 1-2 hour meeting dedicated to managing results
» Cover Summary Reports, Operations Report, Program Reports
» Take management action as necessary to deliver plan
• Program Manager with team
» Use Program Reports to manage program
» Prepare Program Report to be shared with Department Head
• Other meetings (Senior Leaders, Board of Governors, CEO)
» Use Summary Report
Talent Development Reporting principles • Center for Talent Reporting
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The Operations Report
• Purpose: Manage Talent
operations to deliver planned
results for effectiveness and
efficiency measures
• Audience: Department Head
and direct reports
Operations
Report
Effectiveness
Efficiency
Talent Development Reporting principles • Center for Talent Reporting
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• Pulls all measures to be
managed from the Efficiency
and Effectiveness Lists
Sample Operations Report for L&D
28
Learning and Development
Home
Sample Executive Operations Report
Results through June
Effectiveness Measures
Level 1: Participant Feedback (All programs)
Level 1: Sponsor Feedback (Select programs)
Level 2: Learning (Select programs)
Level 3: Application rate (Select programs)
Level 4 (Select programs)
Level 5 (Select programs)
Net benefits
ROI
Efficiency Measures
Course Management
Total Developed
Number Meeting Deadline
% Meeting Deadline
Total Delivered
Number Meeting Deadline
% Meeting Deadline
% of courses that are traditional classroom
E-learning course utilization rate
% of employees reached by L&D
L&D Expenditure
Cost Reduction (internal to L&D)
% favorable
% favorable
Score
% who applied it
2011
Actual
80%
75%
78%
61%
For 2012
Plan
Jun YTD % Plan Forecast
85%
87%
102%
85%
80%
77%
96%
78%
85%
83%
98%
84%
75%
78%
104%
79%
% top two boxes
61.0%
75.0%
78.0%
104.0%
78%
Thousands $
%
$546
29%
$800
35%
$345
32%
43.1%
91.4%
$800
33%
Number
Number
%
Number
Number
%
22
16
73%
143
89
62%
36
33
92%
178
160
90%
24
21
88%
167
139
83%
67%
64%
95%
94%
87%
85%
35
33
94%
178
155
87%
%
% taken by 20+
%
56%
83%
85%
43%
97%
88%
46%
91%
72%
107%
94%
42%
97%
88%
Million $
Thousand $
$15.8
$63
$20.2
$295
$9.9
$168
49%
57%
$20.2
$325
Talent Development Reporting principles • Center for Talent Reporting
The Summary Report
• Audience: Dept. Head, SVPHR,
CEO, Governing Board
• Most significant managed
measures from the
effectiveness, efficiency and
outcome lists aggregated at the
highest level
Senior Business Executives
Talent Development
Summary Report
Quarterly
Outcomes
29
• 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
Effectiveness
Talent Development Reporting principles • Center for Talent Reporting
Efficiency
L&D Summary Report
30
Learning and Development
Sample Summary Report for the Private Sector
with Mixed Impacts
Results through June
Impact of Learning and Development Initiatives
Revenue: Increase Sales by 20%
Corporate Goal or Actual
Impact of L&D Initiatives: 25% contribution to goal
Engagement: Increase Engagement Score by 3 Points to 69.4% (1)
Corporate Goal or Actual
Impact of L&D Initiatives: Low Impact on goal
Safety: Reduce Injuries by 20%
Corporate Goal or Actual
Impact of L&D Initiatives: 70% contribution to goal
Costs: Reduce Operating Expenses by 15%
Corporate Goal or Actual
Impact of L&D Initiatives: Medium Impact on goal
2011
Actual
For 2012
Jun YTD % of Plan Forecast
%
%
10%
1%
20%
5%
17%
4%
85%
80%
20%
5%
Points
H/M/L
1 pt
Low
3 pts
Low
1.9 pts
Low
63%
3 pts
Low
%
%
10%
5%
20%
14%
15%
11%
75%
75%
20%
14%
5%
15%
Low Medium
10%
Medium
67%
18%
Medium
%
H/M/L
Retention: Improve Retention of Top Performers by 5 Points to 90%
Corporate Goal or Actual
Points
Impact of L&D Initiatives
None planned
Call Center Satisfaction: Improve Satisfaction Score by 4 Points to 80%
Corporate Goal or Actual
Points
Application of Key Behaviors
%
Number trained
Number
Talent Development Reporting principles • Center for Talent Reporting
Plan
-3 pts
5 pts
2 pts
67%
5 pts
1.6 pts
84%
40
4 pts
95%
40
2.9 pts
91%
24
73%
96%
60%
4 pts
95%
40
L&D Summary Report (continued)
Effectiveness
Participant Feedback
Sponsor Feedback
Learning
Application rate
31
% favorable
% favorable
Score
% who applied it
2011
Actual
78%
75%
78%
61%
Plan
84%
80%
85%
75%
%
%
%
%
85%
82%
73%
62%
88%
98%
92%
90%
72%
95%
88%
83%
82%
97%
95%
85%
88%
96%
90%
87%
Million $
Million $
Thousand $
$15.8
$3.4
$63
$20.2
$2.9
$295
$9.9
$1.3
$168
49%
45%
57%
$20.2
$2.9
$325
Efficiency
Percentage of employees reached by L&D
Percentageof ee's with development plan
Percentageof courses developed on time
Percentage of courses delivered on time
L&D Investment
L&D Expenditure
Opportunity Cost
Cost Reduction (internal to L&D)
Talent Development Reporting principles • Center for Talent Reporting
For 2012
Jun YTD % of Plan Forecast
85%
101%
85%
77%
96%
78%
83%
98%
84%
78%
104%
79%
The Program Report
32
• Purpose: Manage key programs to
deliver planned outcomes
• Generated for each major Talent
program
• Audience: Program manager, Dept.
Head, sometimes the sponsor as
well
» Includes measures necessary for
senior talent leaders and managers to
manage program, initiative, or
process results on a monthly basis.
Senior Talent Executives
» Typically includes outcome measures
relevant to the program and the key
effectiveness and efficiency
measures.
Talent Development
Program Report
Monthly
Outcome
Statement
Effectiveness
Statement (s)
Outcomes
Effectiveness
Talent Development Reporting principles • Center for Talent Reporting
Efficiency
33
Sample Program Report for L&D
Programs in Support of the Goal to Reduce Injuries
Results through June
Sponsor: Swilthe, VP of Manufacturing
Enterprise Goal: Reduce Injuries
Expected Impact of Learning:
Metric
%
H/M/L
2011
Actual
12%
Medium
2012
Plan
30%
High
YTD
20%
High
YTD as
% of Plan
Below Plan
Forecast
30%
High
Metric
2011
Actual
2012
Plan
YTD
YTD as
% of Plan
Forecast
67%
Forecast as
% of Plan
100%
On Plan
Forecast as
% of Plan
Programs to Reduce Injuries
1 Deliver Phase 1 Courses for Factory A
Effectiveness measures
Level 1: Participants
Sponsor
Level 2: Test score
Level 3: Application rate
Efficiency measures
Unique Participants
Total Participants
%
%
%
%
70%
75%
86%
53%
80%
90%
90%
65%
85%
88%
95%
62%
106%
98%
106%
95%
82%
88%
92%
63%
103%
98%
102%
97%
Number
Number
452
858
3,000
6,000
2,800
5,542
93%
92%
3,200
6,300
107%
105%
2 Develop Phase 2 Courses for Factory B
Efficiency measure: Complete by 5/30
Effectiveness measure: Sponsor Satisfaction
Number
%
NA
NA
3
90%
3
90%
100%
100%
3
90%
100%
100%
%
%
%
%
NA
NA
NA
NA
80%
90%
90%
70%
80%
90%
92%
61%
100%
100%
102%
87%
82%
88%
90%
65%
103%
98%
100%
93%
Number
Number
NA
NA
1,000
3,000
100
284
10%
9%
1,100
3,200
110%
107%
Number
Number
Number
Thousand $
1
452
858
$37
3
4,000
9,000
$250
3
2,900
5,826
$178
100%
73%
65%
71%
3
4,300
9,500
$255
100%
108%
106%
102%
3 Deliver Phase 2 Courses for Factory A
Effectiveness measures
Level 1: Participants
Sponsor
Level 2: Test score
Level 3: Application rate
Efficiency measures
Unique Participants
Total Participants
Summary
Total
Courses Developed
Unique Participants
Total Participants
Cost (not including opportunity cost)
Talent Development Reporting principles • Center for Talent Reporting
34
Conclusion
Talent Development Reporting principles • Center for Talent Reporting
Key Take-Aways
35
• TDRp is not just about measures or a measurement strategy
• It is about changing the conversation and the role of L&D and
HR
»
»
»
»
Proactive discussions with sponsors and senior leaders
Upfront agreement with sponsor on expected impact
Department Heads set a plan or goal for key measures
Create a business plan for the department with specific, measurable
goals
» Execute with discipline monthly. Be accountable
• It is about the process of managing the business.
Talent Development Reporting principles • Center for Talent Reporting
Adopting TDRp: Start From Where You
Are
7
7. Use the principles and reports of TDRp to run L&D and
HR like a business
6
6. Create the Summary and Programs Reports
36
Shows Alignment and Impact
4
5. Create the outcome measures list with input from senior
leaders
4. Create the Operations Report by adding plan and
forecast for effectiveness and efficiency measures
3
3. Create effectiveness and efficiency lists and decide which
measures to manage versus monitor
2
2. Adopt the framework of outcome, effectiveness, and
efficiency measures
1
1. Use TDRp for its library of measures and definitions
5
Talent Development Reporting principles • Center for Talent Reporting
Is TDRp Right for You?
37
• Yes, if you believe
» L&D and HR should be run with business-like discipline meaning
- L&D and HR initiatives should be proactively aligned to your company’s
goals
- Plans are set with SMART goals for outcome, efficiency, and
effectiveness measures
- Managers should be accountable for delivering planned results
» Standards would benefit the industry and make your job easier
» The TDR principles, framework, and measures make sense
• And if you are willing to dedicate your personal leadership to
implementing TDRp
» You are the critical success factor
Talent Development Reporting principles • Center for Talent Reporting
Your Role in Implementing TDRp
38
• Be the champion and project leader
» Should be in your performance goals and those of your direct
reports (You cannot delegate leadership for this)
• Provide the necessary resources and guidance
• Set SMART goals for your department’s effectiveness and
efficiency measures
• Meet with the CEO to learn next year’s goals and then with
sponsors to reach agreement on plan for outcome measures
• Use the reports in dedicated monthly meetings to manage the
function
Talent Development Reporting principles • Center for Talent Reporting
The Center for Talent Reporting:
The Home of TDRp
• Established October 2012
» Not-for-profit, 501c(6)
organization (used for trade
associations)
• Mission
» Improve and standardize the
measurement, reporting, and
management of human capital
to deliver significant business
value
- Improve the business acumen
of L&D and HR professionals
Talent Development Reporting principles • Center for Talent Reporting
39
• Governance
» Nine-member Board of
Directors
» Standards Committee to
provide continued guidance
on standards and reporting
» Advisory Council
• Funding: Sponsors, members,
revenue from workshops and
coaching
Opportunities for Your Staff to Learn
More
• TDRp Basics Workshops
• Public Webinars
» April 8-9 Atlanta
» Virtual May 7- June 4 for those outside
NA
» Intro to TDRp (3/10)
» Senior Leaders (3/24)
NEW
» Website Tour (3/26)
NEW
• Members Only Webinars
» Implementation CSFs (2/11)
• Custom workshops and coaching
available
» 1 or 2-day workshops on site NEW
REVISED
» Implementation Guidance (2/18) REVISED
» What’s New in 2015 (1/27)
NEW
» Accounting Basics (2/17)
NEW
» Financial Acumen (3/23)
NEW
» Planning, Estimating, and Forecasting
(4/21)
NEW
» Data Gathering Considerations (2/12) NEW
» The Six HR Processes (3/12)
40
NEW
• Certification
» Individuals
» Vendors providing software products
employing TDRp
• Business Acumen Resources
• Community of Practice for Members
Talent Development Reporting principles • Center for Talent Reporting
Learn More
• Visit www.CenterforTalentReporting.org for:
»
»
»
»
»
»
»
Introduction to TDRp whitepapers
Library of 600 measures (70 for L&D)
70+ sample statements and reports
Implementation guidance
Explore benefits of membership
Individual and organizational membership information
Workshop, webinar and conference registration
• Contact Dave Vance for more information:
DVance@CenterforTalentReporting.org
Talent Development Reporting principles • Center for Talent Reporting
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42
Open Q&A
Talent Development Reporting principles • Center for Talent Reporting