Performance-Based Development and Learning: Closing the Loop
Download as PPTX, PDF1 like654 views
Performance-based development and learning aims to improve business results by integrating learning, performance, and development processes. This allows organizations to measure the impact of learning on key metrics like goal achievement, competency development, and sales bookings. Successful integration requires linking goals, competencies, learning plans, and performance reviews within a single talent management system powered by analytics. Starting small by focusing on a few key metrics for a target group can demonstrate value without attempting to change everything at once.
Performance-Based Development and Learning: Closing the Loop
- 1. Performance-Based Development and Learning: Closing the LoopThe audio will automatically stream through your computer speakers.To join the teleconference (optional), please dial:Toll Free: 1.866.469.3239Access Code: 664 758 312 #You will be listening to music until the webinar begins.#CLOwebinar
- 2. Performance-Based Development and Learning: Closing the LoopSpeaker:Stephan MillardDirector Product Marketing,SumTotal Systems, Inc. Moderator: Daniel Margolis, Managing Editor, Chief Learning Officer Magazine #CLOwebinar
- 3. Tools You Can UseQ&A
- 4. Click on the Q&A panel (?) in the bottom right corner
- 5. Type in your question in the space provided
- 7. Tools You Can UsePolling
- 8. The poll will appear on the right side of your screen
- 9. Select the best option for each question
- 11. Performance-Based Development and Learning: Closing the LoopDaniel MargolisManaging EditorChief Learning Officer magazine#CLOwebinar
- 12. Performance-Based Development and Learning: Closing the LoopStephan MillardProduct Marketing DirectorSumTotal Systems, Inc
- 13. Today’s AgendaEVOLUTION OF LEARNING, PERFORMANCE AND DEVELOPMENT
- 14. RESULTS OF SUCCESSFUL PROCESS INTEGRATION
- 15. STRATEGIES & TACTICS: HOW TO IMPLEMENT TALENT-BASED LEARNING
- 16. “CLOSING THE LOOP” TO IMPROVE DECISION MAKING
- 17. WHAT TO DO NOW?
- 18. ABOUT SUMTOTALEvolution of Development, Performance, and Learning Delivering Greater ValuePerformance, Development and Learning are integrated Complete Talent InfrastructureMay Pass One or Two Pieces of Information AcrossLoosely Connected, Little Value Learning, Development and Performance are sillo’dSiloed HR ProcessesBetter PerformanceBetter AlignmentImproved ComplianceMeasureable ResultsValue & Business ImpactTime & Maturity of HR Practice
- 19. Ideal Process for Aligning Learning & Performance Goals cascaded
- 20. Performance goals linked to organizational goals
- 21. Competencies used for job profiles
- 22. 360 feedback to highlight gaps
- 23. Skill gaps identified
- 24. Learning priorities based on performance goals & from identified skill and competency gaps
- 25. Learning includes blended solutions
- 26. Systems enable SME’s to easily contribute content
- 27. Personalized learning paths provide tailored development7%Level 4: Strategic Talent ManagementFully integrated processes and systems used to makebusiness decisions; talent mgmt. is business-driven20%Level 3: Integrated Talent ManagementHeavy focus on connecting systems and processes; single person / teamresponsible for talent initiatives45%Level 2: Standardized Talent ProcessesTalent processes are consistent and tailorable, with some integration;several systems connected through manual processesBersin: Talent Management Maturity Model28%Level1: Siloed HR ProcessesIndividual HR processes or “silos”;may have systems in place but not connectedBersin & Associates, 2010As companies move up the maturity ladder, they have lower turnover, greater employee engagement and greater success in nearly every talent area.
- 28. Greater Maturity = Higher Return Rate
- 29. New Disciplines of High-Impact Learning & DevelopmentComparing the Top 10% of High-Performing L&D Organizations (n>1,000)Modern HighPerformanceLearning Organizationsare particularlystrong in: Knowledge Management
- 32. Rich MediaNew Media
- 33. PerformanceConsulting#3#1#2#5#4AllOrganizationsTop 10%in ImpactHigh Impact Learning Practices© Bersin, 2009, 1000+ respondentswww.bersin.com/hilp
- 34. How are Businesses Linking Learning to Talent ManagementMany organizations are integrating talent management & learning applications
- 35. How Linking Applications Gives Strategic ValueIntegrated Workforce AnalyticsLearning ManagementSingle Record for all LearnersDrive Compensation Incentives for LearningSuccession Based LearningIntegrated HRMS provides one unified record with all info, for better reportingSpeed On-Boarding Automatically push on-boarding & learning plans to new employeesUse learning compliance / completed courses as data points that can drive compensationLink learning plans to development goals for employeesLink Learning to DevelopmentImprove Social / Informal LearningImprove TalentMobilityLink learning activities to positions to succession plans for high-value employeesTie learning plans to career paths employees wish to pursueFacilitate dialogue with Forums for courses; use Wikis to push out pre-work;Blogs to share info
- 36. POLLING SLIDE: Are you integrating learning with the other parts of HR?Learning Integrated with RecruitingLearning Integrated with PerformanceLearning Integrated with DevelopmentLearning Integrated with SuccessionLearning Standalone only*Select all that apply
- 37. Technology Requirements for Talent Based LearningComplete set of TM/LM/HR ApplicationsHRMS, Recruiting, Development, LMS, Performance, Goals, Compensation, SuccessionImbedded Analytics & Reporting ServiceFeature rich tool, Business-user friendly, Flexible delivery Shared Core ServicesSingle user experience ,Security, User management, Workflow Single Data SourceHR record, Talent data, Learning data, Competencies, Job profiles
- 38. Centralized Data Goals / Revenue Performance LMS / Dev. TM AnalyticsTalent-based Learning Application RolloutHR data
- 40. Job profiles
- 41. Talent profiles
- 42. Establish rev. related goals
- 43. Establish key org. goals to track
- 47. Align learning to development
- 48. Create / import content
- 51. Keys to a Successful Technology RolloutExecutive sponsorship & GovernanceBusiness-driven (but with IT’s help)Well defined goals, scope, and planFocus on configuration (vs. customization)Open communicationTraining & end user adoptionOrganizational change managementVendor partnership
- 52. Integrated InfrastructureBusiness ResultsBusiness ImpactCompletenessEmployee ResultsIntegratedLearningTraining : PerformanceTraining : SalesCourse ResultsLMS ReportsKirkpatrick ScoreCompetency Prof.Single point solutionsCourseSurveysHighly subjectiveNo direct correlationsAttendanceLittle / no Business Value Integrated Learning AnalyticsLMS ReportsCourse ReportsEffectiveness of Metrics to Measure Business Impact
- 53. Measuring Results: What are the Metrics / Analytics?
- 54. Analytics: What is Being Tracked TodayTalent Metrics Tracked2010 State of Global People Management162%111%97%76%80%84%30%40%34%57%46%22%13%17%6%% GrowthRecruiting tracks the largest number of metrics
- 55. Today’s metrics are largely tactical
- 56. Strong growth in more impactful metricsPOLLING SLIDE: What is Your Organization Measuring?Training Metrics Only (e.g. attendance, completion, course surveys)Kirkpatrick Level Two & ThreeBasic analytics (e.g. effect of training on performance, goal achievement to test scores)Advanced analytics (e.g. Workforce productivity, return on training investment)
- 57. Sales Example: Competencies vs. Sales Bookings
- 58. Manufacturing Org Goal Achievement vs. Training Scores55519885185211582Goal Achievement: 20% reduction in Manufacturing error rate vs. Avg. Test Scores on 4 coursesExceed94 % met or exceeded the goalMetGoal AchievementClose72% did not Achieve goalMiss>60%80%100%90%70%Avg. Test Scores
- 59. Performance Based Learning: Calculating Return on Investment*Use correlation to show relationship between training and result
- 60. Near Term TacticsFocus: Current year business goals & group to focus onPick Competencies: What are 2-3 key competencies that can improve success at goalPerformance Process: Get engaged in before / after performance scores for your target audienceExecute: Execute your learning program(s)Measure: Look at before / after measures against performance / goal attainment to see successDon’t Boil The Ocean
- 61. SumTotal – What We OfferComplete End-to-end Talent SolutionDeployed in 156 countries & 39 languages
- 63. 20+ years of Domain Experience
- 64. Rapidly Scalable Global Infrastructure
- 65. Profitable with Consistent Growth
- 67. Long-standing Global Customer Community
- 68. Offices in US, Europe, India, China, Japan, & Australia
- 69. One Partner for All of Your Talent NeedsMost Complete – Comprehensive & End-to-endComplete End-to-end SolutionBroadest & Deepest Capabilities Holistic Talent Management WorkflowsPervasive Embedded AnalyticsSeamless User ExperienceProven, Scalable ArchitectureHighly Configurable & Easy to UseTalent-based system of record
- 70. 4+ Years in the Leader’s Quadrant (Gartner)Gartner Magic Quadrant for Corporate Learning SystemsRated “Visionary”(Gartner EPM MQ)“…well-suited for global organizations seeking best-in-class…functionality”Highest Rated Overall (Bersin TM Systems) “…best-suited to support the needs of large, multinational organizations that are seeking a well-integrated and global solution”Highest Rated Overall(Ventana Total Compensation)“The top supplier, based on the weighted factoring of the seven product and customer assurance categories…”Highest Rated in Product Offering (Forrester TM)“...among the leaders for integrated performance & compensation solutions”Highest Score Among All Vendors (Forrester)Forrester Wave for Enterprise Learning Suites”Highest Rated Overall (AMR Strategic HCM)“...the broadest and most mature application suite in the strategic HCM specialist space”Most Innovative - Recognized as Leader by Analysts
- 71. SummaryPerformance based development & learning delivers measurable resultsIt is also better aligned to the overall business resultsStart by looking at several key process integrationsIntegrated technology is key to addressing the challengePick metrics that show relevance to your businessNear term: Don’t try to boil the ocean
- 72. Questions & AnswersVisit us at www.sumtotalsystems.com and through these social channels: @SumtotalSystemshttp://www.linkedin.com/groups?home=&gid=45382http://www.facebook.com/SumTotal.Systems
- 73. Join Our Next CLO Webinar!Thursday, February 3, 2011What to Consider When Designing Content for Adaptive LearningCLO Webinars start at 2 p.m. Eastern / 11 a.m. PacificRegister at www.clomedia.com/eventsJoin the CLO Network: http://network.clomedia.com/#CLOwebinars
Editor's Notes
- #9: {risks associated with silos}
- #27: eLearning! 2009 Award of Excellence for Best Enterprise LMSKMWorld Award – 100 Companies that Matter in Knowledge Management in 2009Software MagazineWorld’s Largest Software and Service Providers – 2009 (ranked #193)
- #28: Broadest & Deepest Solution Provides Global Visibility & Business InsightFlexible & Highly Configurable Technology Adapts To Your BusinessSingle Vendor Solution Eliminates Business Silos & Mitigates Risk------------------- We provide a single integrated solution to achieve the “holy-grail” of HR… “One version of the truth” – when it comes to centralizing all employee information and strategic HR functions We are offering customers everything in terms of integrated Talent Management from a single trusted vendor With seamless user experience and a talent-based system of record We will continue to advance the market and seek new ways to provide customer value