© 2014 ceb. all rights reserved. version: 01 last modified: 09/25/2014 confidential...

© 2014 CEB. All rights reserved.Version: 01 Last modified: 09/25/2014

CONFIDENTIAL

KnowledgeAdvisorsOur TDRp Journey

October 24, 2014


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Getting Started

Our Implementation Journey

−Managing Stakeholders

−Finding the Right Data

−Outputs

Successes & Challenges

Benefits Realized

Tips, Advice, and Lessons Learned

Questions

Agenda


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Getting Started


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The Basics

KnowledgeAdvisors is…

−The founding organization for TDRp!

−Started in 1999 and acquired by CEB in 2014

−Software (Metrics that Matter) and Advisory Services focused on Talent Analytics

We got started because…

−We were doing some of it already. Given Kent was one of the founders, the basic principles had been important to him

for some time.

−We wanted to be the ‘learning lab.’ Experiencing it first-hand would help us better understand, and be able to share, the

value, challenges, and mitigating factors that others were likely to experience


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Our Team

The TDRp team (“the Team”) consisted of 3 people, whose time equated to approximately 1 FTE

−Chief Talent Officer (Kendall Kerekes) Visibility into the broad organizational strategy and able to ‘connect the dots’ with Talent

Executive Sponsor, in addition to the CEO, leading the TDRp initiative

−Senior Measurement Consultant (Chris LeBrun) Expert in measurement and evaluation, reporting, and data management

Focused on turning the data into business intelligence

−Director, Human Capital (Michelle Reider) SME for all things Talent

Responsible for translating the talent strategy into action


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Our Focus

Implemented TDRp in our key talent processes:

−Learning & Development Employee Training

− Internally Delivered

− Vendor Delivered

Customer Training

−Talent Acquisition Low volume but high impact

−Performance Management

−Engagement Although not a typical outcome, this was an

important focus for us


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Our Implementation Journey


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What we didn’t want to happen…


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What actually happened…


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Stakeholder Management

The Team worked with the CEO to establish key linkages between talent and business outcomes, and then determine the associated KPIs to tell the story

Discussions were facilitated with the senior leadership team on:

−Our goals and what we were trying to accomplish

−How it would benefit them (WIIFM)

−What we would do to get there

−What we needed from them

Partnerships were established between Talent, Finance and Operations to ensure the right data was reported and understood

−The Team established a data collection process


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Finding the Right Data

Outcomes Data

−Knew the key metrics and they were ‘relatively’ available for us to report on

Effectiveness Data

−Had a good amount of data available through MTM but we weren’t sure if it was the right data or not…that’s where we started though

Efficiency Data

−Started with the basics

−Was not readily available and lived in disparate (or no) systems

−Bring on the spreadsheet nightmare!


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Sample Outputs: Dashboard

Our dashboard included the following tabs:

−Talent Acquisition

−Learning & Development

−Performance Management

−Engagement/Total Rewards

−Customer Outcomes

−Financial Outcomes


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Sample Outputs: Operations Report


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Sample Outputs: Program Report


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Sample Outputs: Talent Summary Report


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Sample Outputs: Effectiveness Statement


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Sample Outputs: MTM Reports

Additional, more detailed, reports were automated to key stakeholders that managed certain processes, such as:

−Client training

−Client relationships

−Consulting projects

−Services projects


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Successes & Challenges


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Challenges/Barriers

Getting Clean and Usable Data

−Changes to underlying assumptions

−No system of record, in some cases

−Spreadsheet nightmare!

Lack of Time

−Despite having dedicated resources, other organizational priorities often took precedent

−Although we accomplished a great deal, there was still a lot of ‘potential’

Change Management

−Need to help the organization transition from ‘the old way’ and what they were used to


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Successes/Enablers

Training and Development

−Core team members attended the first CTR TDRp Certification Workshops

−First certified participants

−Allowed us to apply the learning and move forward quickly

Senior Leadership Support

−CEO sponsored the initiative and supported a team dedicated to TDRp

−CEO assisted in facilitating business oriented discussions with the other members of the senior leadership team

Organizational Structure

−The team was in a unique position to have sight into the full Talent processes, as well as maintain ownership over the P&L


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Benefits Realized


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Benefits Realized

Drove Different Conversations

−Senior leaders were talking about talent in ways they hadn’t previously This was a challenge too but overall it was a definite benefit

−Positioned Talent more strategically It wasn’t just ‘something that needed to happen’ (hiring,

developing, engaging, etc.)

Better Defined Investments

−Collectively, once the alignment was determined, we were able to better understand and prioritize where we made investments


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Benefits Realized

Data Knowledge

−Through the process, we learned what our data means, how to best track and report on our data, and what story our data was telling

Common Vocabulary

−We learned quickly that our operational definition of some terms was different than that of our CEO

−The conversations around these differences allowed us to move forward with a common understanding


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Tips, Advice, and Lessons Learned


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Ah-Ha!

Getting this right requires a lot of buy-in

−As the founding organization we thought this part would be easy but it wasn’t always

Getting data is hard!

−There is no single source of truth for talent data

−It’s going to require a lot of collection and, in many cases, transformation, to make the data reportable

Keep tabs on data you don’t own

−We found that in some cases, assumptions and calculations behind the data we received would change without our knowing


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Best Practices/Recommendations

Take the time to understand the data

−Ask questions about it and ensure you understand the context This will help with preparation and also ensuring you are seen as a SME to your

stakeholders

Put the extra time up front to ensure you have as automated (or minimally manual) a process as possible for managing your data

−There are a lot of points in the process where you can introduce errors, so you’ll want to minimize that

Data integrity is very important when working with the key stakeholders

−If they can’t trust the integrity of the data, they will refuse to make decisions from it

−Consequently, ‘dirty data’ decreases your credibility and the initiative as a whole


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Thank youKendall KerekesSVP, Analytics Advisory Services, CEB

[email protected]

Chris LeBrunSenior Measurement Consultant, CEB

[email protected]

mailto:[email protected]

mailto:[email protected]

© 2014 ceb. all rights reserved. version: 01 last modified: 09/25/2014 confidential...

Documents

talent strategy

talent analytics

key talent processes

understoodthe team

key metrics

data managementfocused

senior leadership team

key linkages