developing an l&d dashboard: 2.0

Real Challenges. Real Solutions. Real Results.

Julie Stone, VP Learning & Talent ManagementPrudential Group Insurance

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Developing an L&D Dashboard: 2.0


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

What would they say?

Can you?

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A story…

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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

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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

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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”

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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

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What’s a Dashboard?

Graphical Display

Health of project, organization, function, etc.

Industry /functional metrics

Benchmarks

Speaks in business language

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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?

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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

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First Attempt Example

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First Attempt Example

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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

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Next Attempt Example

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Continuous ImprovementGrowth & Efficiency YTD Documentation Results

T&D process improvements implemented YTD

YTD Training Volumes

New web-based courses created

Increase in overall library size

Web-Based Training seats completed

Workshops

Employee Development

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$30,69813 191

303Q/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

58 YTD website hit count / employee

5,016 Document updates YTD

1377

677 Distance seats trained

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

Overall travel budget savingsT&D Attendees

YTD Web-Based Delivery

YTD Distance Delivery

52%

131%


Next Attempt Example

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Continuous ImprovementGrowth & Efficiency YTD Documentation Results

T&D process improvements implemented YTD

New web-based courses created

Increase in overall library size

Web-Based Training seats completed

Workshops


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$30,69813 191

303Q/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

58 YTD website hit count / employee

5,016 Document updates YTD

1377

677 Distance seats trained

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

Overall travel budget savingsT&D Attendees

YTD Web-Based Delivery

YTD Distance Delivery

52%

131%


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

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3rd Iteration: Efficiency & Productivity

• Every hour worked in T&D delivers between .56 -1.08 training hrs consumed.

T&D ProductivityTraining Consumption per Trainee

Cost per Learning Hour

9.6 4.2

9.8 2.6 4.2

17.8

1.4 1.9 3.5

6.78 per/qtr benchmark

Benchmark Range

$72.99 benchmark

4.9


Current Iteration

Tied metrics to business

Added financials Budget forecast vs. actuals ROI

Added capacity - present and future views

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Real Challenges. Real Solutions. Real Results.19

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

L&D Dashboard Focus: Power of 5 and Operational Excellence

Projected CapacityFinancials

YTD Budget : $XXXM Actual: $XXXM10.7% positive variance

Business Impact

YTD ROI: TBD* % of Spend: TBD

*ROI & evaluation methods in development

Projected Capacity*

Volumes**Does not include Talent Management & Leadership

L&D Productivity

YTD L&D Allocation

One Aligned, Powerful HR Team

YTD Growth of Off-the-Shelf Library: New courses: 7 Percentage Increase: 39%

Apr May June July Aug Sept YTD Av.

Cost Per Lrng Hr

69.347575202588

8

370.20977381929

101.92713833157

3

320.48940832724

6

233.66361469961

100.59456926709

3

126.61710746997

4

85

265

Cost per Learning Hour


Trng Hrs

1.3308514190317

3

0.2506546370121

7

0.9692110874200

43

0.2791503823279

54

0.4377069256756

78

0.9224632815778

4

1.0907156178950

3

0.250.751.251.752.252.75

Training Hours Consumed per GI Employee

ASTDBenchmark: $72.99

Benchmark: 2.26 hrs p/month


No. EEs

133.11111111111

1

132.38888888889

130.27777777777

8

133.75

131.55555555555

5

128.81081081081

1

134.76757696763

2575

125175

Associates Supported per L&D FTE

IndustryBenchmark: 43-68:1


Ratio

1.12476895943563

0.210691358024691

0.765252525252525

0.243377777777778

0.333813204508859

0.775389770723107

0.768048304739286

0.100.500.90

L&D Work Hour to Training Hour Delivered


Trng Hrs

1.33085141903173

0.25065463701217

0.969211087420043

0.279150382327954

0.437706925675678

0.92246328157784

1.09071561789503

0.25

0.75

1.25

1.75 Training Hours Delivered per L&D FTE

23%

26%

17%1%

23%

14%

1%

LOB1 LOB2

LOB3 LOB4

LOB5 LOB6

LOB7

14%

19%

35%4%

8%

26%

New Hire


Strategic Initia-tive

Continuous Improvement

Talent Man-agement

Internal


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

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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

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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?

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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?

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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

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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

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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

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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)

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Story revisited

What will you do differently?

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Real Challenges. Real Solutions. Real Results.29

I’d love to hear from you! Contact me at:

Julie Stone: 973.548.7353

developing an l&d dashboard: 2.0

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