managing talent like a business: how to deliver greater value to your organization using talent...

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David Vance Executive Director Center for Talent Reporting

Managing Talent Like a Business: How to Deliver Greater Value to Your Organization Using Talent Development Reporting Principles (TDRp)

Workforce Webinar May 8, 2013 David Vance, Executive Director Center for Talent Reporting

Today’s Discussion 8

5/9/2013 Center For Talent Reporting www.centerfortalentreporting.org

Introduction

Running HR Like a Business

Introduction to TDRp Initiative and Framework

Sample Statements and Reports

Conclusion

Introduction to TDRp


9

The Situation Prior to TDRp

• There was no agreed-upon standard for the reporting of human capital » Consequently, no standard for managing it either

• No answers to common, practical questions » What should I measure? » Which measures should I use? » How are these measures defined? » How do I report these measures? » What do senior leaders (Dept. Heads, SVPHR, CEO)

want to see and in what format? » What do we do with these reports once we have them? » How do I show the value or impact of our HR initiatives?

Center For Talent Reporting www.centerfortalentreporting.org

10

5/9/2013

Talent Development Reporting Principles (TDRp • Brings principles, standards, statements, reports and

management practices to HR

• Began in fall 2010 as a grassroots, industry-led initiative by Kent Barnett (CEO, Knowledge Advisors) and Tamar Elkeles (VP of Learning and Organization Development, Qualcomm)

• Engaged industry thought leaders like Fitz-enz, Bassi, Phillips, Brinkerhoff, Bersin, and Senior Talent Leaders of major organizations


11

Talent Development Reporting Principles (TDRp

• TDRp for L&D completed in 2011

• Extended to all HR processes in 2012 » Learning &Development » Talent Acquisition » Leadership Development » Performance Management » Capability Management » Total Rewards (C&B)


12


13


• Help our organizations achieve their goals » Achieve their goals more quickly » Achieve their goals at lower cost

• Best accomplished by running HR like a business focusing on » Outcomes (Are we doing the right things?) » Effectiveness (How well?) » Efficiency (How much and at what cost?)

First: Agree on Our Role


14

1. Align HR initiatives to business goals

2. Plan it carefully

3. Execute and report with discipline

4. Measure and evaluate

Four Steps to Run HR Like a Business


15

• Align to strategic goals » Meet with CEO or business unit leader » Learn about next year’s goals and priorities » Learn who the sponsors are

• Plan to also support new and ongoing operational goals » For example, hiring and onboarding, performance management

Step 1: Align HR Initiatives to Business Goals


16

• Meet with sponsors of strategic goals to understand » Business need » HR’s role (if any)

• Meet with sponsors of operational goals to confirm ongoing support

• Agree with sponsor on » Specific program or initiative » Roles and responsibilities » Measures of success

Expected impact of initiative on business goal » Costs

Step 2: Plan the Initiatives Carefully


17

• Manage your execution to deliver planned outcomes, effectiveness, and efficiency

• Review progress monthly within HR » Year-to-date results versus plan » Will you make plan? » If not, what is the forecast? » What action should you take?

• Review progress at least quarterly with CEO, senior leaders » Focusing on most important business goals, key measures

Step 3: Execute and Report with Discipline


18

• Execute your measurement and evaluation strategy.

• Did you achieve your goals?

• If not, what can you learn? What can you improve?

• If you exceeded goals, what can you learn?

Step 4: Measure and Evaluate


19

1. Align HR initiatives to business goals

2. Plan it carefully

3. Execute and report with discipline

4. Measure and evaluate

Four Steps to Run HR Like a Business


20

• Conceptually not difficult

• Challenging in practice

• Requires new skills for some, confidence to apply them for others

• Some common objections » No standards in place to provide guidance » No internal processes to support it » No agreed-upon management practices » Not comfortable with business-like approach

• TDRp can help



21

TDRp Framework

22


TDRp Designed to Facilitate the Management of Human Capital

• Alignment of human capital initiatives to organization goals

• Upfront agreement on the expected impact and other measures of success

• Monthly reports for management of initiatives and operations

• Quarterly reports for the Department Heads (like the CLO), SVPHR, CEO to assess progress and manage to planned results

• Focus on three types of measures: Outcomes, Effectiveness, Efficiency

23


The Target Audience for TDRp

• Talent leaders and managers » All those responsible for programs, people, and budgets

• Senior talent leaders » SVP of HR, CLO, Head of Talent Acquisition, Heads of other talent

processes (leadership development, capability management, etc.)

• Senior organizational leaders » CEO, CFO, EVPs, SVPs, governing boards

• Different reports required for different audiences

24


Reports Designed to Answer the Following • What is the goal or plan?

» Organization goal (e.g., 10% increase in sales) » Impact of initiative on it (e.g., 20% contribution or 2% increase in

sales)

• What are the key programs planned to achieve it?

• How are we doing? » Year-to-date results versus plan

• Are we going to make plan? » What is the forecast?

25


The TDRp Process

1. Use standard definitions to extract and convert data into three types of measures • Outcome, effectiveness, and efficiency

2. Create three standard statements with these measures • Outcome, Effectiveness, and Efficiency

3. Create three types of customized reports from these statements • Summary, Program (Initiative), and Operations

26


Executive Reporting Focus: Standard Measures

27

Data Sources and Systems

Systems and processes for organizing data, calculating

measures

Specific methodology (e.g. Phillips, Brinkerhoff)

Statements

Standard Measures

Data

Reports

System Wide Analytics

Program/ Initiative Analytics

Standard Measures: • Efficiency measures: How much? How many? At what cost? • Effectiveness measures: How well? • Outcome measures: What is the impact on the business?


Executive Reporting Focus: Three Statements

28



measures


Statements

Standard Measures

Data

Reports



Three Statements: • Outcome Statement • Effectiveness Statement • Efficiency Statement


Executive Reporting Focus 29



measures


Statements

Standard Measures

Data

Reports



Three Reports: • Summary Report • Program Report • Operations Report


Executive Reporting Focus 30

Summary Conclusions, Actionable Recommendations, Issues for Further Analysis



measures


Scope of TDRp

Statements

Standard Measures

Data

Reports

System Wide Analytics Program/ Initiative

Analytics


Executive Reporting Process 31 Senior Executives Talent Development Executives

Executive Reports

Statements

Note: Data sets can be organized by processes

and/or efficiency,

effectiveness & outcomes

Data Sources

Executive Reporting Process G

uiding Principles

Financial Systems

Evaluation, EOS Systems

Non-Financial, non-TDR Systems

Others: HRIS, LMS, CRM, ERP

Outcomes Effectiveness Efficiency

Talent Development Summary Report

Quarterly

Talent Development Program Report (s)

Monthly

Talent Development Operations Report (s)

Monthly

Effectiveness Statement (s)

Outcome Statement

Efficiency Statement (s)

Talent Development Processes

Talent Acquisition

Leadership Development

Learning & Development

Capability Management

Performance Management

Total Rewards

Extract, convert and calculate Standard Measures

Data Sets


TDR Statements

32


The Statements 33

• Three standard statements » Outcome » Effectiveness » Efficiency

• Standard measures are used but choice of measures depends on organization

• Summary statements show » Last year’s actual » Plan (or goal) for this year » Year-to-date results

• Detail statements show » Monthly, quarterly, trend data » Granularity » Without plan


Outcome Statement Alignment and Impact

• Shows alignment of HR initiative to goals

• Expected impact on those goals

• Isolated impact is the ideal » Sponsor’s estimate

- Quantitative or qualitative » HR’s estimate reviewed and approved by senior leadership

• May use proxies for impact

• Key is some agreed-upon measure of success


34

Outcome Statement for L&D Simplified and Using Proxies for Impact

2011 For 2012 Priority Business Outcomes and Learning Impact Actual Plan Jun YTD % of Plan

Included in Business Plan1 Revenue: Increase in Sales

Corporate Goal or Actual % 10% 20% 17% 85% Application of Training: % Applying 3 key concepts % NA 80% 85% 106%

2 Leadership: Increase in EOS (1) Leadership Score Corporate Goal or Actual points 0 pts 5 pts 3 pts 60% Impact of Training: Time spent coaching direct reports min/wk NA 60 50 83%

3 Safety: Reduction in Injuries Corporate Goal or Actual % 10% 20% 15% 75% Impact of Training: 70% reduction in injuries due to L&D % 5% 14% 11% 79%

4 Call Center Satisfaction: Improve Score Corporate Goal or Actual points 1.6 4.0 2.9 73% Impact of Training: High, Medium, Low H/M/L NA High High

5 Comply with New Regulations Corporate Goal or Actual % in compliance 100% 100% 100% Impact of Training: Essential for compliance NA Essential Essential

6 Innovation: Increase in New Patents Corporate Goal or Actual # 4 10 7 70% Impact of Training NA NA NA

Results through June


Outcome Statement for Talent Acquisition (Page 1)

2011 For 2012 Priority Business Outcomes and Impact of Talent Acquisition Initiatives Actual Plan Jun YTD % of Plan

1 Revenue: Increase Sales by 20% Corporate Goal or Actual % 10% 20% 17% 85% Impact of Talent Acquisition Initiatives % NA 4% 2% 50% Talent Acuisition Initiatives Hire 3 high-performing sales managers Number NA 3 3 100% Hire 10 high-performing sales representatives Number NA 10 8 80% Total hires in support of goal Number NA 13 11 85%

2 Leadership: Increase Leadership Score by 5 Points to 73.5% (1) Corporate Goal or Actual Points 0 pts 5 pts 3 pts 60% Impact of Talent Acquisition Initiatives Points 0 pts 1 pt .6pt 60% Talent Acuisition Initiatives Hire 2 new VPs who are proven leaders Number 0 2 2 100% Hire 5 new department heads who are proven leaders Number 2 5 5 100% Hire 25 new high-potential managers Number 4 25 22 88% Total hires in support of goal Number 6 32 29 91%

3 Engagement: Increase Engagement Score by 3 Points to 69.4% (1) Corporate Goal or Actual Points 1 pt 3 pts 1.9 pts 63% Impact of Talent Acquisition Initiatives Points 0 pts .5 pt .3 pt 60% Talent Acuisition Initiatives Hire 2 new VPs who are proven leaders Number 0 2 2 100% Hire 5 new department heads who are proven leaders Number 2 5 5 100% Hire 25 new high-potential managers Number 4 25 22 88% Total hires in support of goal Number 6 32 29 91%

4 Safety: Reduce Injuries by 20% Corporate Goal or Actual % 10% 20% 15% 75% Impact of Talent Acquisition Initiatives None planned



Effectiveness Statement Effectiveness Measures

• L&D: Satisfaction, Amount learned, Application, Impact

• Talent Acquisition: Quality of hire, Hiring process effectiveness

• Leadership Dev: Bench strength, Succession planning success rate

• Performance Mgt: % of ee’s with improved ratings, % of ee’s with rating turnaround

• Capability Mgt: % of ee’s with career discussion, career movement %, % of positions with ready replacement

• Total Rewards: High performers salary differential, compa ratio


37

38 Effectiveness Statement for L&D

2011Actual Plan Jun YTD % Plan

Level 1: Employee (All programs and initiatives) Quality % top two boxes 80.0% 85.0% 85.6% 100.6% Alignment % top two boxes 76.8% 85.0% 87.3% 102.7% Amount learned % top two boxes 81.9% 85.0% 90.4% 106.4% Intent to apply % top two boxes 80.9% 85.0% 86.5% 101.8% Impact estimate (select programs) % top two boxes 82.8% 85.0% 85.4% 100.5% Value estimate (select programs) % top two boxes 77.8% 85.0% 85.3% 100.4% Total for Level 1 Average of measures 80.0% 85.0% 86.7% 102.0%

Level 1: Sponsor (Select programs) % top two boxes 75.0% 80.0% 77.0% 96.3%

Level 2 (Select programs) Score 78.0% 85.0% 83.0% 97.6%

Level 3 (Select programs) % who applied it 61.0% 75.0% 78.0% 104.0%

Level 4 (Select programs) Impact % impact on business outcome 4.2% 5.0% 4.8% 96.0% Sponsor estimate of impact 5 point scale 2.3 2.5 2.4 96.0%

Level 5 (Select programs) Gross benefit Thousands $ $985 $1,452 $689 47.5% Total cost Thousands $ $748 $1,014 $482 47.5% Net benefit Thousands $ $237 $438 $207 47.3% ROI % 31.7% 43.2% 42.9% 99.4%


For 2012


Efficiency Statement Efficiency Measures

• L&D: Number of participants, courses; utilization rate

• Talent Acquisition: Number of internal/external hires, acceptance rate, time to start

• Leadership Dev: Span of control, tenure, % of positions filled internally

• Performance Mgt: Number of performance discussions, % of ee’s with goals, % of ee’s with performance reviews

• Capability Mgt: Number of promotions, Number of transfers, Average time in position

• Total Rewards: Average benefit cost, Variable compensation % 5/9/2013 Center For Talent Reporting www.centerfortalentreporting.org

39

40 Efficiency Statement for Capability Mgt.

2011Actual Plan Jun YTD % Plan

Total Capability Management Cost Million $ $0.5 $1.1 $0.5 45% Career/Sucession Planning Initiative Million $ NA $0.4 $0.2 50% Extending tenure of managers and supervisors Million $ NA $0.2 $0.1 50% Other Million $ $0.5 $0.5 $0.2 40%

Career Development Promotions - Employees Number 3,968 6,000 3,076 51% Transfers - Employees Number 7,842 14,000 6,994 50%

Bench Time Average Time in Position - Employees Months 39 32 35 110% Average Time in Position - Supervisors & Managers Months 19 24 23 94% Average Time to Promotion - Employees Months 42 36 38 106% Average Time to Promotion - Supervisors and Managers Months 16 24 20 83% Average Time to Transfer - Employees Months 35 30 32 107% Average Time to Transfer - Supervisors and Managers Months 23 24 24 100%

Note: End of Period Headcount Employees Number 39,258 40,000 39,756 Supervisors & Managers Number 5,923 6,000 5,997 Department Heads and Officers Number 222 230 229 Total Number 45,403 46,230 45,982


For 2012


TDR Reports

41


The Reports 42


• Three levels of reports » Summary Report (for CEO) » Program Report (for CLO) » Operations Report (for CLO)

» Highly customized, pulling the most important measures from the statements

• Executive-level reports show » Last year’s actual » Plan (or goal) for this year » Year-to-date results » Forecast for this year

• Detailed reports for managers may show » Monthly, quarterly, trend data » Granularity » Without plan or forecast

Summary Report for Talent Acquisition (Page 1)

2011Impact of Talent Acquisition Initiatives Actual Plan Jun YTD % Plan Forecast Increase Sales by 20% Corporate Goal or Actual % 10% 20% 17% 85% 20% Impact of Talent Acquisition Initiatives % NA 4% 2% 50% 4% Total hires: 3 managers and 10 reps Number 0 13 11 85% 13

Increase Leadership Score by 5 points to 70% Corporate Goal or Actual Points 0 pts 5 pts 3 pts 60% 4 pts Impact of Talent Acquisition Initiatives Points NA 1 pt .6 pt 60% 1 pt Total hires: 2 VPs, 5 DHs, 25 Managers Number 6 32 29 91% 32

Increase Engagement Score by 3 Points to 75% Corporate Goal or Actual Points 1 pt 3 pts 1.9 pts 63% 3 pts Impact of Talent Acquisition Initiatives Points 0 pts .5 pt .3 pt 60% .5 pt Total hires: 2 VPs, 5 DHs, 25 Managers Number 6 32 29 91% 32

Increase Diversity Index by 4 Points to 50% Corporate Goal or Actual Points 1.1 pts 4 pts 2 pts 50% 4 pts Impact of Talent Acquisition Initiatives Points NA 3 pts 1.5 pts 50% 3 pts Total hires: 2 VPs, 5 DHs, 25 Managers, 1 RE, 250 Associates Number 153 282 265 94% 280

Talent AcquisitionSample Executive Summary Report (Quantitative) for the Private Sector

Results Through June

For 2012


Summary Report for Talent Acquisition (Page 2)

2011Actual Plan Jun YTD % Plan Forecast

Effectiveness Quality of Hire Index % 56% 70% 67% 95% 70% Supervisor New Hire Satisfaction Rating % 68% 80% 78% 98% 80% Average Performance Ratings of New Hires % 51% 70% 72% 103% 75% Percentage of New Hires Promoted within 1 year % 35% 50% 42% 84% 46% New Hire Employee Engagement % 68% 80% 74% 93% 78%

Hiring Process Effectiveness Index % 70% 83% 77% 93% 80% New Hire Recruiting Satisfaction Rating % 77% 85% 81% 95% 83% Hiring Manager Hiring Process Satisfaction % 71% 80% 73% 91% 76% Percentage of New Hires Retained after 1 Year % 83% 90% 86% 96% 88% Percentage of Planned Positions Filled On Time % 49% 75% 68% 91% 72%

%Efficiency Total Hires Number 195 370 313 85% 390 Internal Hires Number 34 50 32 64% 55 External Hires Number 161 320 281 88% 335 External Offer Acceptance Rate % 60% 70% 63% 90% 67%

Total Hiring Cost Million $ $5.6 $7.3 $6.1 83% $7.0 Internal Hiring Cost Million $ $0.4 $0.3 $0.3 87% $0.3 External Hiring Cost Million $ $5.2 $7.0 $5.8 83% $6.7

Cost per Hire Thousand $ $28.7 $19.7 $19.4 98% $17.9 Internal Cost per Hire Thousand $ $11.8 $6.0 $8.1 135% $5.5 External Cost per Hire Thousand $ $32.3 $21.9 $20.6 94% $20.0

Time to Start Days 146 123 138 113% 131 Internal Time to Start Days 85 75 79 105% 77 External Time to Start Days 159 130 145 112% 140

Cost Reduction (internal to Talent Acquisition) Thousand $ $63 $295 $168 57% $325

For 2012


45 Program Report for L&D (page 1)

Program Goals Enterprise Goal Process Impact Level 1

# Measure Value Owner (at 70%) Metric Value Employee Sponsor Level 2 Level 3Safety 1 Injuries -20% Swilthe -14%Deliver Phase 1 Courses Unique Participants 3,000 80% 90% 90% 65%

Total Participants 6,000Develop Phase 2 Courses Compl by 5/30 6 90%Deliver Phase 2 Courses Unique Participants 1,000 80% 90% 90% 70%

Total Participants 3,000Develop Phase 3 Courses Compl by 9/30 3 90%Deliver Phase 3 Courses Unique Participants 500 80% 90% 90% 70%

Total Participants 2,000Develop Phase 4 Courses 70% Compl by 12/31 2 90%Total ==== ==== ==== ==== ==== Courses Developed 11 80% 90% 90% 68% Unique Participants 4,500 Total Participants 11,000Cost Thousand $$1,350Net Benefits Thousand $ $532

Sample Executive Program ReportFor a Safety Initiative


46 Program Report for L&D (page 2)

June Year-To-Date Results

Enterprise Program Performance Current ForecastVersus Versus Impact % of Level 1 % of

Measure YTD '10 Jun '10 (at 70% Metric Value Plan Employee Sponsor Level 2 Level 3 Value PlanSafety Injuries -15% -18% -10.5% -20%,-14% 100%Deliver Phase 1 Courses Unique Participants 2,800 93% 85% 88% 95% 62% 3,200 107%

Total Participants 5,542 92% n=1872 n=3845 n=270 6,300 105%Develop Phase 2 Courses Compl by 5/30 6 100% 90% 7 117%Deliver Phase 2 Courses Unique Participants 100 10% 80% 90% 92% 69% 1,100 110%

Total Participants 284 9% n=39 n=98 n=23 3,200 107%Develop Phase 3 Courses Compl by 9/30 1 33% 3 100%Deliver Phase 3 Courses Unique Participants 0 0% 450 90%

Total Participants 0 0% 1,800 90%Develop Phase 4 Courses 70% Compl by 12/31 0 0% 60% 1 50%Total ==== ==== ==== ==== ==== ==== ==== ==== Courses Developed 7 64% 83% 82% 94% 66% 11 100% Unique Participants 2,900 64% 4,750 106% Total Participants 5,826 53% 11,300 103%Cost Thousand $ $995 74% $1,300 96%Net Benefits Thousand $ $282 53% $550 103%


47 Operations Report for Leadership Dev.

2011Actual Plan Jun YTD % Plan Forecast

Participants New leadership program for managers Number NA 500 376 75% 525 Revised leadership program for supervisors Number 501 2500 1892 76% 2600 New high potential program Number 23 50 25 50% 50 Coaching program Number 19 40 33 83% 50 Total number of leaders participating Number 543 3090 2326 75% 3225

Succession Planning Percentage of Defined Positions with an Identified Successor % 83% 100% 94% 94% 97% Percentage of Defined Positions Filled Internally % 82% 90% 85% 94% 88%

Organization Percentage of Managers without Direct Reports % 4% 2% 2% 100% 2% Span of Control - Managers Number of Reports 7.1 8.0 7.4 93% 7.7 Span of Control - Supervisors Number of Reports 5.6 7.0 5.9 84% 6.3

Tenure Average Management Tenure Years 15.3 16.0 15.5 97% 15.8

For 2012



Conclusion

48


TDR Designed to Meet The Reporting Need for Human Capital

• Simple, consistent approach to reporting » Use standard definitions to extract and convert data into

three types of measures - Outcome, effectiveness, and efficiency

» Create three standard statements with these measures - Outcome, Effectiveness, and Efficiency

» Create three types of customized reports from these statements - Summary, Program (Initiative), and Operations

49


TDRp Designed to Meet the Need

• Over 500 measures currently included in the library of measures » Includes outcome, effectiveness, and efficiency measures » More than 100 each for talent acquisition and total rewards » Short definition and formula for each

• Sources of measures » SHRM, Jac Fitz-enz, Jeff Higgins, Cascio and Boudreau

• Library will serve as a clearinghouse » First place to look. References provided » Identical and similar measures noted

50


The Center for Talent Reporting: The Home of TDRp • Established October 2012

» Not-for-profit, 501c(6) organization (used for trade associations)

• Funded by sponsors and members (individual membership is $299)

• Governed by nine-member Board of Directors » Including a Standards Committee to provide continued guidance on

standards and reporting and an Advisory Council

• Mission » Develop and implement reporting standards for human capital » Business model: Others to provide consulting and products

51


52

Sponsors We want to thank the following sponsors for their support of the Center for Talent Reporting.


FOUNDING ORGANIZATION

SILVER SPONSORS

BRONZE SPONSORS

5/9/2013

Plans for 2013 53


• SHRM will establish a taskforce to consider recommending TDRp as a SHRM/ANSI standard

• Two-day workshops will be offered » Feb 14-14: Denver » Mar 26-27: Irvine, CA

» Jun 6-7: Alexandria, VA » Oct 15-16: Atlanta

• Monthly Webinars » Introduction to TDRp » Critical Success Factors » Implementation Guidance (members

only)

• Certification » Individuals » Vendors providing software

products employing TDRp

• Accreditation » Organizations implementing

TDRp » Consultancies providing services

• First TDRp users conference planned for October 17 in Atlanta

5/9/2013

Learn More about TDRP and the Center • Learn more and get implementation guidance at

www.CenterforTalentReporting.org » Introduction to TDRp whitepaper » Over 500 measures » More than 60 sample statements and reports » Guidance on implementation » Workshop and webinar registration

• Contact Dave Vance for more information: [email protected]


54

http://www.centerfortalentreporting.org/

mailto:[email protected]

Appendix

55


The Outcome Statement 56

The Question The Answer What is it? Depicts the key goals / desired outcomes (results) of

the organization along with the impact the initiatives are expected to have on achieving those outcomes

Who is the audience? Senior HR Leaders Why do it? The Business Outcome Statement depicts the value

of the learning organization to the business What reports does it feed?

• Quarterly Summary Report • Monthly Program Report


The Effectiveness Statement 57

The Question The Answer What is it? Focuses on how effectively or how well the business

outcomes are achieved. Who is the audience? Senior HR Leaders Why do it? The effectiveness statement provides insight into

areas for continuous performance improvement of learning programs

What reports does it feed

• Quarterly Summary Report • Monthly Program Report


The Efficiency Statement 58

The Question The Answer What is it? Brings together all the activity and cost elements

necessary to judge how efficiently the outcomes were achieved

Who is the audience? Senior HR Leaders Why do it? The efficiency statement helps ensure the learning

function is well managed and reaching the desired audience

What reports does it feed

• Quarterly Summary Report • Monthly Operational Report


The Summary Report 59

The Question The Answer What is it? This Summary Report contains the most significant

measures from the business outcome, effectiveness and efficiency statements aggregated at the highest level. This report would be generated quarterly.

Who is the audience? Senior Organization Leaders & Senior HR Leaders Why do it? The Summary Report provides a holistic view of the

overall impact, effectiveness and efficiency of the learning organization

What statements feed it? • Outcome Statement • Effectiveness Statement • Efficiency Statement


The Program Report 60

The Question The Answer What is it? This Program Report highlights the

connections between programs/ initiatives, the organizational goal, and the impacts on those goals.

Who is the audience? Senior HR Leaders and Managers Why do it? The Program Report enables HR Leaders to

manage programs and initiative What statements feed it? • Outcome Statement

• Effectiveness Statement • Efficiency Statement


The Operations Report 61

The Question The Answer What is it? This Operations Report include efficiency details on

the costs and activities of the HR function. This report shows actuals and performance relative to plan.

Who is the audience? Senior HR Leaders and Mangers Why do it? The Operations Report enables HR Leaders to

manage the efficiency of the HR operation What statements feed it? Efficiency Statement


David Vance Executive Director Center for Talent Reporting

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