Introduction to
Talent Development
Reporting Principles
(TDRp)
David Vance, Executive Director
Peggy Parskey, Assistant Director
Center for Talent Reporting
January 7, 2015
Logistics for Today’s Webinar
2
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Today’s Discussion
3
Introduction and Background
Framework
TDRp Measures
TDRp Reports
Conclusion
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2015
Our Sponsors
4
We want to thank the following sponsors for their
support of the Center for Talent Reporting.
FOUNDING
ORGANIZATION
FOUNDING GOLD
SPONSOR
SILVER SPONSORS
Cigna and Skillsoft are Founding Silver Sponsors
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Our Sponsors
5
We want to thank the following sponsors for their
support of the Center for Talent Reporting.
BRONZE SPONSORS
ADP, Aventus Partners, Bellevue University Human Capital Lab, Development Dimensions International,
McBassi & Company, Motorola Solutions, ROI Institute, Skyline Group, and Tata Interactive Systems are
Founding Bronze Sponsors
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Introduction and Background
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The Current State
7
• 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
• We don’t have standards for
» Measures
» Reports
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Talent Development Reporting
Principles (TDRp)
• Brings standards to HR for
the management of human
capital
» Planning
- Alignment
- Reaching agreement on
measures of success
» Measurement
» Reporting
» Execution
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8
Center for Talent
Reporting Mission:
Improve &
standardize the
measurement,
reporting, and
management of
human capital to
increase business
value
January 7, 2015
Talent Development Reporting
Principles (TDRp)
9
• 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)
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TDRp Designed to Run L&D and HR
with Business-like 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!
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What TDRp Offers
11
• 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
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The Target Audience for TDRp
12
• Talent leaders and managers
» All those responsible for programs, people, and budgets
• Senior talent leaders
» SVP of HR, CLO, Head of Talent Acquisition,
heads of other talent processes (leadership
development, capability management)
• Senior organizational leaders
» CEO, CFO, EVPs, SVPs, governing boards
• Different reports required for different audiences
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TDRp Framework
Our Vision: “Talent Development Reporting
principles are broadly accepted and widely
employed as the world-class reporting standard
for all human capital processes.”
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The TDRp Reporting Framework
14
• What types of measures should be reported?
» Outcome, effectiveness, and efficiency
• What do leaders want to see?
»
»
»
»
Proactive, strategic alignment to their goals
Planned impact for key initiatives
Focus on effectiveness and efficiency
Plan, Year-to-date results, and Forecast
• How should the measured be reported?
» Three executive reports: Program, Operations, and Summary
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Executive Reporting: Standard
Measures
•
•
•
15
Efficiency measures: How much? How many? At what cost?
Effectiveness measures: How well?
Outcome measures: What is the impact on the business?
Program/ Initiative
Analytics
System Wide
Analytics
Measures
Systems and
processes for
organizing data,
calculating measures
Specific
methodology
(e.g. Phillips,
Brinkerhoff)
Data Sources /Systems
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Executive Reporting: Three Reports
•
•
•
Summary Report
Program Report
Operations Report
16
Reports
Program/ Initiative
Analytics
System Wide
Analytics
Measures
Systems and
processes for
organizing
data,
calculating
measures
Specific
methodology
(e.g. Phillips,
Brinkerhoff)
Data Sources /Systems
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Executive Reporting Focus
17
Summary Conclusions, Actionable
Recommendations, Issues for Further Analysis
Scope of
TDRp
Reports
Program/ Initiative
Analytics
System Wide
Analytics
Measures
Systems and
processes for
organizing
data,
calculating
measures
Specific
methodology
(e.g. Phillips,
Brinkerhoff)
Data Sources /Systems
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Executive Reporting Process
Executive Reporting Process
Senior Executives
Executive
Reports
18
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
19
TDRp Measures
Yes, but what are your goals?
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The Three Types of TDRp Measures
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• 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.
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Measures can be used to Manage or
Monitor
21
• 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
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May have many
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Effectiveness Measures
22
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
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List of Effectiveness Measures for L&D
Level 1: Employee (All programs and initiatives)
Quality of content
Quality of instructor
Relevance
Alignment to goals
Total for Level 1
Level 1: Sponsor (Select programs)
Level 2 (Select programs)
Level 3 (Select programs)
Intent to apply (from survey at course completion)
Actual application (after three months)
Level 4 (Select programs)
Estimate by participants (end of course)
Estimate by participants (after three months)
Level 5 (Select programs)
Net benefits
ROI
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Unit of Measure
Manage or
Monitor
% top two boxes
% top two boxes
% top two boxes
% top two boxes
Average of measures
Manage
Manage
Manage
Manage
Manage
% top two boxes
Manage
Score
Manage
% top two boxes
% who applied it
Manage
Manage
Contribution to goal
Contribution to goal
Manage
Manage
Thousands $
%
Manage
Manage
23
January 7, 2015
Efficiency Measures
24
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 %
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List of Efficiency Measures for L&D
Total Participants
Total Unique Participants
Courses Taken by Type of Learning
ILT only
vILT only
E-learning only
Blended
Total courses
Utilization
E-learning Courses
Available
Taken by more than 20
% taken by more than 20
Reach
% of employee reached by L&D
Cycle Time
Performance consulting
Development
Delivery
Investment
L&D Expenditures
Cost Reduction
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Unit of Measure
Number
Number
%
%
%
%
%
of
of
of
of
of
25
Manage or
Monitor
Manage
Manage
total
total
total
total
total
Manage
Manage
Manage
Manage
Manage
Number
Number
%
Manage
Manage
Manage
%
Manage
Days
Days
Days
Monitor
Monitor
Monitor
Million $
Thousand $
Manage
Manage
January 7, 2015
Outcome Measures
26
• The impact of your initiatives on the organization’s goals
» May be expressed quantitatively, qualitatively, or with a proxy
• Examples
» Impact of L&D on sales
» Impact of L&D on employee engagement
» Application rate of training (as a proxy for impact)
• Bottom line, some measure of impact or success
will be needed
» All selected outcome measures will be managed
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List of Organization Goals, Outcome
Measures, and Sponsors
27
• The list should include
» Top 5-10 organization goals in CEO’s priority order
- Maybe numerical or High, Medium, Low
» The outcome measure stated as
- “Impact of L&D on goal” or
- “Contribution of L&D” or
- The name of the proxy or other measure of success
» Sponsor’s name
- The single, highest ranking individual responsible for achieving the
organization goal

Like the SVP of Sales
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January 7, 2015
List of Organizational Goals, Outcome
Measures, and Sponsors
Priority Business Goals and Outcome Measures
1
Revenue: Increase Sales by 20%
Impact of L&D Initiatives (Quantitative)
28
Unit of Measure
%
%
Sponsor
Ortega
Points
H/M/L
Wang
%
%
D'Ortega
2
Engagement: Increase Engagement Score by 3 Points to 69.4% (1)
Impact of L&D Initiatives (Qualitative)
3
Safety: Reduce Injuries by 20%
Impact of L&D Initiatives (Quantitative)
4
Costs: Reduce Operating Expenses by 15%
Impact of L&D Initiatives (Qualitative)
%
H/M/L
Salvatore
5
Retention: Improve Retention of Top Performers by 5 Points to 90%
Impact of L&D Initiatives: None planned
Points
N/A
Wang
6
Call Center Satisfaction: Improve Satisfaction Score by 4 Points to 80%
Proxy for impact: Application of Key Behaviors
Points
% Applying
Johnson
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TDR Reports
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The Reports
• Three levels of reports
» Summary Report (for CEO,
SVPHR, and Dept. Head)
» Operations Report (for
Managers and Dept. Head)
» Program Report (for Managers
and Dept. Head)
• Contain your most important
outcome, effectiveness, and
efficiency measures
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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
January 7, 2015
Reports Designed to be used in Monthly
Meetings to Manage/Share Results
31
• 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
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January 7, 2015
L&D Summary Report
32
Learning and Development
Sample Summary Report for the Private Sector
with Mixed Impacts
Results through June
2014
Actual
Impact of Learning and Development Initiatives
Revenue: Increase Sales by 20%
Corporate Goal or Actual
Impact of L&D Initiatives: 25% contribution to goal
For 2015
Plan
Jun YTD % of Plan Forecast
%
%
10%
1%
20%
5%
Engagement: Increase Engagement Score by 3 Points to 69.4% (1)
Corporate Goal or Actual
Impact of L&D Initiatives: Low Impact on goal
Points
H/M/L
1 pt
Low
3 pts
Low
Safety: Reduce Injuries by 20%
Corporate Goal or Actual
Impact of L&D Initiatives: High Impact on goal
%
H/M/L
10%
Medium
20%
High
15%
High
Costs: Reduce Operating Expenses by 15%
Corporate Goal or Actual
Impact of L&D Initiatives: Medium Impact on goal
%
H/M/L
5%
Low
15%
Medium
Points
None planned
-3 pts
1.6 pts
84%
Retention: Improve Retention of Top Performers by 5 Points to 90%
Corporate Goal or Actual
Impact of L&D Initiatives
Call Center Satisfaction: Improve Satisfaction Score by 4 Points to 80%
Corporate Goal or Actual
Application of Key Behaviors
Talent Development Reporting principles • CTR
Points
%
17%
4%
Forecast as
% of Plan
85%
80%
20%
5%
100%
100%
1.9 pts
63%
Low Below plan
3 pts
Low
On plan
75%
On plan
20%
High
On plan
2%
Low
13%
On plan
10%
Low
On plan
5 pts
2 pts
67%
5 pts
100%
4 pts
95%
2.9 pts
70%
73%
74%
4 pts
80%
100%
84%
100%
100%
67%
January 7, 2015
L&D Summary Report (continued)
2014
Actual
Effectiveness
Participant Feedback
Sponsor Feedback
Learning
Application rate
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
Participants in All Programs
Total Participants
Unique Participants
L&D Investment
L&D Expenditure
Opportunity Cost
Cost Reduction (internal to L&D)
Talent Development Reporting principles • CTR
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For 2015
Plan
Forecast as
Jun YTD % of Plan Forecast
% of Plan
% favorable
% favorable
Score
% who applied it
80%
75%
78%
61%
85%
80%
85%
75%
87%
77%
80%
55%
102%
96%
94%
73%
85%
78%
84%
60%
100%
98%
99%
80%
%
%
%
%
85%
82%
73%
62%
88%
85%
92%
90%
72%
84%
88%
83%
82%
99%
95%
93%
88%
90%
90%
87%
100%
106%
98%
97%
Number 109,618 147,500
Number 40,729 45,313
67,357
36,998
46%
82%
145,000
44,000
98%
97%
$12.0
$1.3
$115
59%
45%
39%
$20.2
$2.9
$325
100%
100%
110%
Million $
Million $
Thousand $
$15.8
$3.4
$63
$20.2
$2.9
$295
January 7, 2015
Sample Operations Report for L&D
34
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)
Talent Development Reporting principles • CTR
% favorable
% favorable
Score
% who applied it
2014
Actual
80%
75%
78%
61%
For 2015
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
January 7, 2015
35
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
2014
Actual
12%
Medium
2015
Plan
30%
High
YTD as
YTD % of Plan
20%
67%
High Below Plan
Forecast
30%
High
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
Metric
2011
Actual
2012
Plan
YTD
YTD as
% of Plan
Forecast
%
%
%
%
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
NA
1,000
100
10%
1,100
110%
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
Talent Development Reporting principles • CTR
Forecast as
% of Plan
100%
On Plan
Forecast as
% of Plan
January 7, 2015
36
Conclusion
Talent Development Reporting principles • CTR
January 7, 2015
Key Take-Aways
37
• 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
Engaging the Dept. Heads to 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.
» Align, plan, manage
Talent Development Reporting principles • CTR
January 7, 2015
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
38
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 • CTR
January 7, 2015
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
Talent Development Reporting principles • CTR
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
January 7, 2015
Accelerate Your Mastery
40
• 2-day workshops
• Public Webinars
» April 8-9 Atlanta
» Intro to TDRp (3/10)
» Senior Leaders (1/20)
NEW
» Website Tour (1/22)
NEW
• Custom workshops and
coaching available
• Members Only Webinars
» Implementation CSFs (2/11)
REVISED
» Implementation Guidance (1/21) REVISED
» What’s New in 2015 (1/27)
NEW
» Accounting Basics 2/17)
NEW
» Financial Acumen (March)
NEW
» Planning, Estimating, and Forecasting
(1/28)
NEW
» Data Gathering Considerations (2/12) NEW
» The Six HR Processes (3/12)
Talent Development Reporting principles • CTR
NEW
» 1 or 2-day workshops on site NEW
• Certification
» Individuals
» Vendors providing software
products employing TDRp
• Business Acumen Resources
• Community of Practice for
Members
17-Dec-14
Become a Member of the
Center for Talent Reporting
41
• Benefits
» Access to all 12 webinars
» Access to Enhanced Content on the website
- Formulas and references for over 600 measures
- Excel versions of sample reports
- Detailed implementation guidance
- Members only page
- Business acumen resources
- Case studies
» Discount on workshops and conference
• Investment: Only $299
Talent Development Reporting principles • CTR
January 7, 2015
Learn More about TDRp
42
• Learn more and get implementation guidance at
www.CenterforTalentReporting.org
»
»
»
»
»
Introduction to TDRp whitepapers
Over 600 measures
More than 70 sample statements and reports
Guidance on implementation
Workshop and webinar registration
• Contact for more information:
» Dave Vance: DVance@CenterforTalentReporting.org
» Peggy Parskey: PParskey@CenterforTalentReporting.org
Talent Development Reporting principles • CTR
January 7, 2015