performance-based development and learning: closing the loop

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Performance-Based Development and Learning: Closing the Loop

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Speaker: Stephan Millard Director Product Marketing,SumTotal Systems, Inc.

Moderator: Daniel Margolis,

Managing Editor,

Chief Learning Officer Magazine


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Daniel MargolisManaging EditorChief Learning Officer magazine

Stephan MillardProduct Marketing Director

SumTotal Systems, Inc


- April 12, 2023 – PROPRIETARY AND CONFIDENTIAL

Today’s Agenda

EVOLUTION OF LEARNING, PERFORMANCE AND DEVELOPMENT

RESULTS OF SUCCESSFUL PROCESS INTEGRATION

STRATEGIES & TACTICS: HOW TO IMPLEMENT TALENT-BASED LEARNING

“CLOSING THE LOOP” TO IMPROVE DECISION MAKING

WHAT TO DO NOW?

ABOUT SUMTOTAL


Evolution of Development, Performance, and Learning

Delivering Greater Value

■ Better Performance

■ Better Alignment

■ Improved Compliance

■ Measureable Results

Time & Maturity of HR Practice

Va

lue

& B

usi

ne

ss I

mp

act

Siloed HR Processes

Learning, Development and Performance are sillo’d

Complete Talent Infrastructure

Performance, Development and Learning are integrated

Loosely Connected, Little Value

May Pass One or Two Pieces of Information Across


Ideal Process for Aligning Learning & Performance

Goal Alignm

ent

360 Feedba

ck

Gap Analys

is

Development Plans

Personalized

Learning

Goals cascaded

Performance goals linked to organizational goals

Competencies used for job profiles

360 feedback to highlight gaps

Skill gaps identified

Learning priorities based on performance goals & from identified skill and competency gaps

Learning includes blended solutions

Systems enable SME’s to easily contribute content

Personalized learning paths provide tailored development


45%

Level 2: Standardized Talent ProcessesTalent processes are consistent and tailorable, with some integration;

several systems connected through manual processes

20%

Level 3: Integrated Talent ManagementHeavy focus on connecting systems and processes; single person / team

responsible for talent initiatives

7%Level 4: Strategic Talent Management

Fully integrated processes and systems used to makebusiness decisions; talent mgmt. is business-driven

Bersin: Talent Management Maturity Model

28%

Level1: Siloed HR ProcessesIndividual HR processes or “silos”;

may have systems in place but not connected

As companies move up the maturity ladder, they have lower turnover, greater employee engagement and greater success in nearly every talent area.

Bersin & Associates, 2010


Greater Maturity = Higher Return Rate


Instructional Design

Development of Rich Media (ex: audio, video, Flash, etc.)

Coaching & Feedback Skills

Performance Consulting

Project Management

Systems Thinking

Quality/Process Improvement methodologies such as Six Sigma, Lean, or TQM

Information Architecture

Knowledge Management

Business Acumen

Business Intelligence / Analytics

Marketing & Communications

4.4

3.9

4.3

4.2

4.3

4.0

3.7

3.8

3.8

4.1

4.0

4.2

3.5

2.8

3.2

3.1

3.4

2.9

2.7

2.6

2.6

3.2

2.8

3.1

New Disciplines of High-Impact Learning & Development

High Impact Learning Practices© Bersin, 2009, 1000+ respondentswww.bersin.com/hilp

Comparing the Top 10% of High-Performing L&D Organizations (n>1,000)

Modern HighPerformance

Learning Organizationsare particularly

strong in:

• Knowledge Management

• InformationArchitecture

• BusinessAnalytics

• Rich MediaNew Media

• PerformanceConsulting

#1

#2

#3

#4

#5

AllOrganizations

Top 10%in Impact

http://www.bersin.com/hilp


How are Businesses Linking Learning to Talent Management

Many organizations are integrating talent management & learning applications


How Linking Applications Gives Strategic Value

Single Record for all Learners

Integrated HRMS provides one unified record with all info, for

better reporting

Improve TalentMobility

Tie learning plans to career paths employees wish to pursue

Speed On-Boarding

Automatically push on-boarding & learning plans to new employees

Integrated Workforce Analytics

Link learning plans to development goals for employees

Link Learning to

Development

Drive Compensation Incentives for

Learning

Use learning compliance / completed courses as data points

that can drive compensation

Improve Social / Informal LearningFacilitate dialogue with

Forums for courses; use Wikis to push out pre-work;

Blogs to share info

Link learning activities to positions to

succession plans for high-value employees

Succession Based

Learning

Learning

Management


POLLING SLIDE: Are you integrating learning with the other parts of HR?

■ Learning Integrated with Recruiting

■ Learning Integrated with Performance

■ Learning Integrated with Development

■ Learning Integrated with Succession

■ Learning Standalone only

*Select all that apply


Technology Requirements for Talent Based Learning

Single Data SourceHR record, Talent data, Learning data, Competencies, Job profiles

Single Data SourceHR record, Talent data, Learning data, Competencies, Job profiles

Shared Core ServicesSingle user experience ,Security, User management, Workflow

Shared Core ServicesSingle user experience ,Security, User management, Workflow

Imbedded Analytics & Reporting ServiceFeature rich tool, Business-user friendly, Flexible delivery

Imbedded Analytics & Reporting ServiceFeature rich tool, Business-user friendly, Flexible delivery

Complete set of TM/LM/HR ApplicationsHRMS, Recruiting, Development, LMS, Performance, Goals,

Compensation, Succession

Complete set of TM/LM/HR ApplicationsHRMS, Recruiting, Development, LMS, Performance, Goals,

Compensation, Succession


CONFIDENTIAL 17

Talent-based Learning Application Rollout

• Establish rev. related goals

• Establish key org. goals to track

• HR data

• Key org. competencies

• Job profiles

• Talent profiles

• Establish Performance

• Align individual goals

• Align individual competencies

Centralized Data

Goals / Revenue

Performance

LMS / Dev. • Align learning

to development

• Create / import content

TM Analytics• Establish

benchmarks

• Create analytics


Keys to a Successful Technology Rollout

■ Executive sponsorship & Governance

■ Business-driven (but with IT’s help)

■ Well defined goals, scope, and plan

■ Focus on configuration (vs. customization)

■ Open communication

■ Training & end user adoption

■ Organizational change management

■ Vendor partnership


Integrated Infrastructure

Com

plet

enes

s

Single point solutions

Course ReportsLMS Reports Integrated Learning

Analytics

AttendanceLittle / no Business Value

CourseSurveysHighly subjectiveNo direct correlations

LMS ReportsKirkpatrick ScoreCompetency Prof.

Course Results

Employee Results

Business Results

Busine

ss

Impa

ct

Effectiveness of Metrics to Measure Business Impact

IntegratedLearningTraining : PerformanceTraining : Sales


Measuring Results: What are the Metrics / Analytics?

Advanced analytics

Basic analytics

Training metrics

• Kirkpatrick Level II - Scores

• Kirkpatrick Level III – Competency


Analytics: What is Being Tracked Today

Recruiting tracks the largest number of metrics Today’s metrics are largely tactical Strong growth in more impactful metrics

% Growth

162%

111%

97%

76%

80%

84%

30%

40%

34%

57%

46%

22%

13%

17%

6%

Talent Metrics Tracked2010 State of Global People Management


POLLING SLIDE: What is Your Organization Measuring?

■ Training Metrics Only (e.g. attendance, completion, course surveys)

■ Kirkpatrick Level Two & Three

■ Basic analytics (e.g. effect of training on performance, goal achievement to test scores)

■ Advanced analytics (e.g. Workforce productivity, return on training investment)


Sales Example: Competencies vs. Sales Bookings


Manufacturing Org Goal Achievement vs. Training Scores

Exceed

Met

Miss

Goa

l Ach

ieve

men

t

Avg. Test Scores

>60% 80% 100%

8

5

90%70%

Close

Goal Achievement: 20% reduction in Manufacturing error rate vs. Avg. Test Scores on 4 courses

8

8

5

1

8

15

2

2

9

5

1

55

1

94 % met or exceeded the

goal

72% did not Achieve goal


Performance Based Learning: Calculating Return on Investment

Calculate Benefit Gained Reduced time to complete processImproved productivity of a better skilled workforceEquals total direct benefit

Calculate Cost of Learning ProgramDirect costs of course creation & deliveryIndirect costs of course (lost time)Equals total costs

Return On Training Investment• S

ubtract cost from benefit = Total net benefit

• Use business specific formula(s) for ROI

*Use correlation to show relationship between training and result


Near Term Tactics

■ Focus: Current year business goals & group to focus on

■ Pick Competencies: What are 2-3 key competencies that can improve success at goal

■ Performance Process: Get engaged in before / after performance scores for your target audience

■ Execute: Execute your learning program(s)

■ Measure: Look at before / after measures against performance / goal attainment to see success

Don’t Boil The Ocean


SumTotal – What We Offer

People:

HR Process Expertise

Product:

Complete End-to-End

HR Platform

Services:

Solution Consulting & Support

Results:

Deep Reporting

& Analytics

■ Deployed in 156 countries & 39 languages

■ 98% Customer Retention

■ 20+ years of Domain Experience

■ Rapidly Scalable Global Infrastructure

■ Profitable with Consistent Growth

■ Significant Financial Backing

■ Long-standing Global Customer Community

■ Offices in US, Europe, India, China, Japan, & Australia

■ One Partner for All of Your Talent Needs

Complete End-to-end Talent Solution


Most Complete – Comprehensive & End-to-end

■ Complete End-to-end Solution

■ Broadest & Deepest Capabilities

■ Holistic Talent Management Workflows

■ Pervasive Embedded Analytics

■ Seamless User Experience

■ Proven, Scalable Architecture

■ Highly Configurable & Easy to Use

■ Talent-based system of record


Most Innovative - Recognized as Leader by Analysts

Rated “Visionary” (Gartner EPM MQ)“…well-suited for global organizations seeking best-in-class…functionality”

Highest Rated Overall (AMR Strategic HCM)“...the broadest and most mature application suite in the strategic HCM specialist space”

Highest Score Among All Vendors (Forrester)Forrester Wave for Enterprise Learning Suites”

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…”

4+ Years in the Leader’s Quadrant (Gartner)Gartner Magic Quadrant for Corporate Learning Systems

Highest Rated in Product Offering (Forrester TM)“...among the leaders for integrated performance & compensation solutions”


Summary

■ Performance based development & learning delivers measurable results

■ It is also better aligned to the overall business results

■ Start by looking at several key process integrations

■ Integrated technology is key to addressing the challenge

■ Pick metrics that show relevance to your business

■ Near term: Don’t try to boil the ocean


Questions & Answers

@SumtotalSystems

http://www.linkedin.com/groups?home=&gid=45382

http://www.facebook.com/SumTotal.Systems

Visit us at www.sumtotalsystems.com and through these social channels:

http://www.softscape.com/

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