Developing an L&D Dashboard

Transcription

1 Developing an L&D Dashboard 1 Erin Miller, The Hartford Rich Orbell, The Hartford Julie Stone, Prudential Insurance Agenda Session Objectives 2 Current environment: Business drivers, org structure, and L&D services The challenge: Showcasing the value of L&D investment Evolution of a dashboard Current iteration, business reactions, and gaps Next iteration Session Objectives Identify L&D metrics that showcase value to the business, especially within a corporate, operations environment 3 Define dashboards within an L&D environment Create a framework for capturing L&D metrics data Apply formulas to derive metrics Build a dashboard that can be shared with the business

2 Typical Environment 4 Operations environment Business drivers: Lower costs, improved service Org structures: Centralized L&D function L&D services: Technical operations training (product, process, systems, customer service) Typical Challenges L&D perceived as only an expense employee development not viewed as a market differentiator 5 L&D not viewed as a strategic partner and not at the table where decisions are made Senior leader time and attention stretched; traditionally little interaction with senior leaders on L&D value add and metrics Need to define, measure, and quantify value to the business in a format that speaks in the business language and is meaningful to Operations leaders What s a dashboard? A display, often graphical, of key markers that define the health of a project, organization, etc. 6 Typically includes industry metrics, e.g., Kirkpatrick levels 1-4, business outcomes, costs, etc. Often include benchmarks with other organizations

3 Small Group Discussion In your current environment, what metrics do you capture and how? 7 For whom? Do you package them in a dashboard format? How are they received? Are you happy with them? Do they tell your story? Dashboard Evolution: First Attempt Level 1s, Level 2s, number of staff trained, training initiative type (new hire vs project training) 8 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 Ops leaders While not particularly meaningful, still requires significant effort to collect and report First Attempt Example 9

4 Dashboard Evolution: Next Attempt Used all data from first attempt 10 Attempted to make data: Relational Comparing business-to-business, or function-to-function Progress over time Included some business outcomes Used graphics to display data, but still: Not particularly meaningful, activity-based, and required more effort to collect and report YTD Training Volumes Next Attempt Example 11 Growth & Efficiency YTD Web-Based Delivery 20 New web-based courses created 52% Increase in overall library size Web-Based Training seats 1377 completed YTD Distance Delivery 677 Distance seats trained Distance cost savings (vs. cost of $30,698 instructor-led travel) 131% Overall travel budget savings YTD Documentation Results 58 YTD website hit count / employee 5,016 Document updates YTD Continuous Improvement 30 T&D process improvements implemented YTD 3Q/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 Employee Development 13 Workshops 191 T&D Attendees Dashboard Evolution: Current Iteration 12 Focus shifts from collecting to analyzing data: Higher level: Instead of trying to measure design/development ratios to derive costs, measured learning hours against cost of staff Shift to using business language and business measures, e.g., L&D productivity as a measure of efficiency; costs per learning hour Reposition traditional L&D metrics (L1, L2) as effectiveness / COE metrics Less reporting: One page target (reality: 3) Included benchmarks from within our industry Significant meaning for the business Viewed us as running L&D as an operation, with efficiency and effectiveness targets

5 Current Iteration: Efficiency & Productivity Training Consumption per Trainee T&D Productivity per/qtr benchmark Benchmark Range Cost per Learning Hour $72.99 benchmark Every hour worked in T&D delivers between training hrs consumed. Current Iteration: Effectiveness Erin, include the second page with the COE measures Small Group Discussion 15 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?

6 Gaps We Still Want to Address Adding business outcomes and attributing the right degree of L&D contributions to achieving them 16 Determining our own internal targets that ultimately help us find the right size of L&D Achieving even more business dialogue around value add Discuss your view in small groups Capturing the Data 17 What should you collect? Training hours consumed / delivered Include everything: ILT, WBT, virtual, etc. Number of employees you support Weighted L&D staff cost L1, L2, L3 to the extent you have the processes in place How should you collect it? Consistency is KEY! Define metrics, create common process, limit access, monitor and QA entries Monthly even if you report less frequently How do I make the data meaningful? Use benchmarks where possible Trend your own data over time Conduct your own benchmarking Making Sense of the Data 18 Using formulas: Training hours / number of L&D staff = training hours delivered per L&D FTE L&D staff / number of business ees = number of staff supported by each L&D staff person Training hours delivered / total work hours = ratio of L&D work hour to training hour No. work hours * loaded staff cost = total L&D spend Total L&D spend / training hours = cost per learning hour *See Excel spreadsheet for examples

7 Worksheet Example Session Review Identify L&D metrics that showcase value to the business, especially within a corporate, operations environment 20 Define dashboards within an L&D environment Create a framework for capturing L&D metrics data Apply formulas to derive metrics Build a dashboard that can be shared with the business Thank you! Questions? 21 We d love to hear from you! Contact us at: Erin Miller: Rich Orbell: Julie Stone: