using talent development reporting principles (tdrp) to run learning like a business 2013 skillsoft...

Using Talent Development Reporting Principles (TDRp) to Run Learning Like a Business

2013 Skillsoft Perspectives Orlando May 13, 2013

• Dave Vance, Executive Director, CTR

• Dawn Campbell Borland, TD Bank

2Workshop Objectives

May 13, 2013Skillsoft Perspectives

At the conclusion of the workshop, you will be able to:

• Articulate the principles of TDR and its benefits to your organization

• Identify the type of measures you should gather in your organization to populate the statements and reports

• Explain the Talent Development statements and reports and why each is important

• Understand how the statements and reports can help you rum learning like a business

• Appreciate the change that will be required to implement TDRp and run learning like a business

• Get started!

3Agenda & Guidance


• Overview» TDRp background and context» Running Talent like a business» Executive reporting framework

• Break

• The Specifics» Recommended measures» TDRp Statements & Reports

• Managing the Change

• Learn More

• Wrap Up

• Our guidance to you» Maintain an aspirational view» Think about what you can do in

2013 to make progress

The perfect is

the enemy

of the good.

--- Voltaire

4Interactive Introductions


• Organization size (<100K employees, >100K employees)

• Sector (Private, public)

• Organization (L&D, HR, Business)

• Role (Individual contributor, manager/director, senior leader)

• Experience with Executive Reporting (yes, no)

• # of L&D Employees (<250, >=250)

• Structure of L&D (centralized, decentralized, hybrid)

• Common Evaluation Platform (Yes, No)

5

TDRp Background & Context


6Why TDRp?


• Need for commonly-agreed upon standards for measuring, reporting, and managing human capital

• Need to run talent like a business: deliver planned, agreed-upon results that help achieve company goals

• Need to clearly show alignment and value of human capital initiatives

• TDRp is as much about management as it is about measurement» Measurement, analysis and

reporting are all means to the end

» The end is effective, efficient management to deliver important outcomes

7Talent Development Reporting Principles (TDRp)• Bring standardization and consistency to talent development for

» Internal reporting» Demonstrating the value of human capital» Running talent like a business

• Answer the common questions» What to collect » How to define it» How to report it» What to do with it

• Leveraging work done by others


8A Brief History of the Movement

2010 2011 2012 2013+


• Launched in Oct by Kent Barnett, CEO of Knowledge Advisors and Tamar Elkeles, VP of Learning & Communication at Qualcomm

• Industry thought leaders engaged

• Leading industry practitioners form Executive Council

• Knowledge Advisors provides initial funding

• Development of TDRp for L&D

• First whitepaper approved by Council

• Presentation at Learning Analytics Symposium

• TDRp extended to all key talent processes

• Presented to over 1500 people

• ASTD ICE and Singapore

• Creation of Center for Talent Reporting (October)

• New website goes live

• Membership• Credentialing,

Accreditation available

• Workshops• Webinars• User group

conference • SHRM/ANSI

standard

9The 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

• 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


Plans for 2013 10


• Two-day workshops offered in 2013» Feb 14-15 Denver» Mar 27-27 Irvine» Jun 6-7 Alexandria, VA» Oct 15-16 Atlanta

• Webinars offered monthly» Intro to TDRp» Implementation CSFs» Implementation Guidance (members

only)

• First TDRp conference planned for October 17

• Certification» Individuals» Vendors providing software

products employing TDRp

• Accreditation» Organizations implementing TDRp» Consultancies providing services

• SHRM will establish a taskforce in 2013 to consider recommending TDRp for L&D as a SHRM/ANSI standard

11

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

Center For Talent Reporting www.centerfortalentreporting.org

FOUNDING ORGANIZATION

SILVER SPONSORS

BRONZE SPONSORS

9-May-13

12

Running HR (Talent) Like a Business


13

• Why does the talent function exist?

• Why do organizations invest in:» Learning and Development» Leadership Development» Capability Management» Performance Management» Talent Acquisition» Total Rewards

First: Agree on Our Role


14First: Agree on Our Role

• Help our organizations achieve their goals» More quickly» At lower cost» More effectively

• 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?)


1. Identify the business goals

2. Align HR initiatives to business goals and plan the initiatives carefully

3. Execute and report with discipline

4. Measure and evaluate


Four Steps to Run HR Like a Business 15

16Step 1: Identify Business Goals


• Proactive, strategic exercise» Meet with CEO or business

unit leader» Learn about next year’s goals

and priorities» Learn who the sponsors are

• Results from Step 1» List of CEO-prioritized

SMART goals and sponsors

• We need specific, measurable goals expressed in terms of change from the previous year

• Example» The goal is to increase sales from

$50M to $55M- Goal: Increase sales by $5M or 10%

» The goal is to increase the employee engagement score from 60 points to 63 points- Goal: Increase engagement by 3

points (don’t say by 5% since some may interpret that to be 5 percentage points)

17Step 2: Align HR Initiatives to Business Goals; Plan the Initiatives Carefully


• Meet with sponsors to understand» Business need in greater depth, the

challenge, past success & failure» HR’s role (if any)

• If HR has a role, agree with sponsor on» Specific initiatives, programs, systems,

or processes » Target audience, location, completion

dates» Number of participants» Roles and responsibilities for sponsor

and HR» Measures of success: Expected impact

of initiative on business goal

• Expected impact of HR on business goal» This is the contribution of just the

talent initiative(s) on the business goal» In L&D terms, it is the expected

isolated impact of learning. In other words, it is a forecast of the level 4 (impact)

» Our aim: a reasonable, roughly right forecast that is mutually agreed upon between the sponsor and HR. It needs to be “close enough” to help us make the right decision about whether the initiative is worth pursuing

» Both parties need to own it

18

• The business goal: 10% increase in sales for next year» L&D and the sponsor agree training could help achieve the 10%

increase» Specific programs, target audiences, completion dates are agreed» What portion of the 10% increase might reasonably come from this

agreed-upon program?» Perhaps 20%.» Then the expected isolated impact of sales training on the goal is

20% x 10% = 2% increase in sales due to training

Step 2: Align HR Initiatives to Business Goals; Plan the Initiatives Carefully


19

• Reach agreement on the expected isolated impact» Ask sponsor to list all drivers of higher sales» Now ask sponsor to prioritize the drivers» Then ask sponsor to list the expected % contribution of each. Work the

percentages until they add up to 100%» The percentage next to the sales training initiative is what we are looking for.

This is the expected isolated impact of training on achieving the business goal.» Note that the expected impact came from the sponsor, not HR

• If impractical or impossible to get a % contribution, assign a High, Medium, or Low impact based on where the sales training fell in the prioritized list.

• Or agree on a proxy for impact and success

Step 2: Align HR Initiatives to Business Goals and Plan the Initiatives Carefully


20

• Start with a list of drivers

• Potential drivers to increase sales by 10%• Hiring two new salespeople• Growth in economy• Opening new sales office• New salesperson incentive system• New advertising campaign• Growth in market share due to new products• Failing competitor• New sales tracking system• Consultative sales and product features training

Step 2: Example of Impact Determination with Sponsor


21Step 2: Example of Impact Determination with SponsorPrioritize and assign contribution %Prioritized Drivers %

contributionHR Initiative?

1. Growth in economy 25%

2. Consultative sales and product features training

20% Yes

3. New salesperson incentive system

15% Yes

4. Growth in market share due to new products

10%

5.Hiring two new salespeople 10% Yes

6. Opening new sales office 5%

7. New advertising campaign 5%

8. Failing competitor 5%

9. New sales tracking system 5%


Prioritized list of drivers to increase sales by 10%

Prioritized list of drivers with percentage contribution to increase sales by 10% (These add to 100%)

Notice that HR initiatives in total are expected to contribute 45% or almost half to the goal of increasing sales by 10%

22

• 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, sponsors» Focusing on most important business goals, key measures

Step 3: Execute and Report with Discipline


23Step 4: Measure and Evaluate


• 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?

24Review: Four Steps to Run HR Like a Business


1. Identify Business Goals

2. Align HR initiatives to business goals and plan it carefully

3. Execute and report with discipline

4. Measure and evaluate

25Our Experience in Running HR Like a Business


• 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» Not comfortable with

business-like approach

• TDRp can help

26Exercise


• Turn to your neighbor» Identify 3 ways that you are

running L&D like a business» Identify 3 areas where you

need to improve your processes to more effectively run L&D like a business

• Be prepared to share one idea with the group

27

Executive Reporting Framework


28TDRp: 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

29The Target Audience for TDRp


Talent leaders and managers

Those responsible for programs, people, and budgets

Senior talent leaders SVP of HR, CLO, Head of Talent Acquisition, Heads of other talent processes (e.g leadership development, total rewards, capability management)

Senior organizational leaders

CEO, CFO, EVPs, SVPs, governing boards

Different reports are required for different audiences

30Operational vs Executive Reporting


Operational Reporting Executive ReportingReporting on specific programs

A holistic picture of the business

Reporting on what happened

Reporting on what happened and projections for the year

Reporting results only Setting goals and reporting results against goals

Identifying specific improvement opportunities

Identifying how L&D is contributing to the business and how it can provide even greater value

Talking to ourselves using L&D terminology

Engaging business leaders in business oriented discussions about L&D performance

31Reports Are Designed to Answer:


• 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 key programs are planned to achieve it?

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

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

• Focus: Managing the function versus merely Presenting results

32The Four Assumptions


1. Primary purpose of human capital initiatives and processes: build organizational capability that enables the organization to achieve its goals or achieve its goals more quickly or at lower cost.

2. Human capital initiatives and processes should be aligned strategically to the goals of the organization

3. Business environment characterized by significant uncertainty; plans are made with the best information available. Waiting for absolute certainty and perfection is not an option.

4. Recommended reports and the underlying data will be used appropriately by competent, experienced leaders to manage the function to meet agreed-upon goals and to continuously improve.

33The Eight Principles

May 13, 2013

1. Employ concise and balanced measures reported in a consistent and clearly defined format

2. Produce and communicate Executive Reporting with a frequency and thoroughness to enable appropriate management of the function

3. Include actionable recommendations in all Executive Reporting

4. Maintain data integrity and completeness

5. Employ appropriate analytical methods

6. Provide the impact and value or benefit of programs and initiatives whenever appropriate

7. Capture and report the full costs of Talent

8. Support continuous improvement of executive reporting and the underlying data bases

Skillsoft Perspectives

34The TDRp Process


1. Use standard definitions to extract and convert data into three types of measures- Outcome- Effectiveness- Efficiency

2. Create three standard statements with these measures- Outcome- Effectiveness- Efficiency

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

35Executive Reporting Focus: Standard Measures

Data Sources and Systems

Systems and processes for organizing data, calculating

measures

Specific methodology

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?


36Executive Reporting Focus: Three Statements



measures


Statements

Standard Measures

Data

Reports



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


37Executive Reporting Focus



measures


Statements

Standard Measures

Data

Reports



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


38Executive Reporting FocusSummary Conclusions, Actionable

Recommendations, Issues for Further Analysis



measures

Specific methodology (e.g. Phillips, Brinkerhoff)

Scope of TDRp

Statements

Standard Measures

Data

Reports

System Wide AnalyticsProgram/ Initiative

Analytics



Executive Reporting Process 39Senior Executives Talent Development Executives

Executive Reports

Statements

Note: Data sets can be organized by processes

and/or efficiency,

effectiveness & outcomes

Data Sources

Executive Reporting ProcessG

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

EffectivenessStatement (s)

OutcomeStatement

EfficiencyStatement (s)

Talent Development Processes

Talent Acquisition

Leadership Development

Learning & Development

Capability Management

Performance Management

Total Rewards

Extract, convert and calculate Standard Measures

Data Sets

May 13, 2013

40

Recommended Measures


41Optimizing Outcomes

Efficiency

Effectiveness

Optimized OutcomesOptimize

SET LEARNING GOALS MONITOR & REPORT

ANALYZEIMPROVE

42Categories of Success Measures

• Effectiveness measures: Measures how well a task/process/function is performed

• Efficiency measures: Measures the extent to which time or effort is well used for the intended task or purpose (e.g. output relative to the input)

• Outcome measures: Measures the relationship and/or value of a program or activity to strategic business goals


http://www.fructivore.com/wp-content/uploads/2010/11/Revenue-Growth-300x299.jpg

43L&D Efficiency Measures

Types Examples

Activity • # courses available• # classes delivered• # learners attending training (total and unique)• # hours of training consumed

Utilization / reach • Course fill rate• No shows• % of target audience reached

Cost • Cost of development/ delivery• External costs (vendors, course libraries)• Travel costs

Time • Development time• Time from request to fulfillment


These measures answer the questions: how much, when, how long?

44What Other Efficiency Measures Do You Use?•

•

•

•

•


45L&D Effectiveness Measures

Types Examples

Level 1: Reaction • Courseware• Instructors/ Online delivery

Level 2: Learning • Pre vs post test difference• % of tests passed

Level 3: Application • % of learning applied (or not applied, “scrap”)• Perceived improvement in job performance

Level 4: Business Results

• Perceived impact on business results (post or follow up)

• Actual business resultsSupport • Manager support

Level 5: Value • Value for time spent


These measures answer the questions: how well?

46What Other Effectiveness Measures Do You Use?•

•

•

•

•


47Outcome Measures

Type Examples

Financial Revenue, cost of goods sold, operating expenses, profit, margins, growth

Customer: satisfaction, loyalty

Satisfaction, loyalty, share of wallet, market share, complaints, referrals, reference accounts

Operational Productivity, product quality, new product development, patents

Employee Engagement, turnover (voluntary, involuntary), leadership quality index


These measures answer the questions: what difference are we making?

48What Outcomes Do Your Programs Support?• Sales?

• Productivity or cost reduction?

• Quality or safety?

• Compliance?

• Engagement? Retention? Attraction?

• Others?


49How Do You Determine What to Measure?


• L&D outcome measures» Reflected in the top strategic

goals of the company » Reflected in important

operational goals supported by L&D

» Are measured and reported by the business

• Efficiency and effectiveness measures» Reflect the needs of L&D

executives to manage the function efficiently and effectively in pursuit of- Company goals- Department goals

» Are actionable» Provide insightsBe open to new measures. Just

because you haven’t measured something before doesn’t mean it’s

not worth measuring

50Build a Measures Library


• What is it? The single source of truth of your measures» Based on TDRp measures library

and consistent with standard industry definitions

» Can contain other measures relevant to your industry or company (particularly with respect to outcome measures)

• Why is it important?» Ensures a common language» Creates accountability» Builds maturity

• What’s in it?» The measure, type and definition» Criticality of the measure» Frequency of data

collection/availability (e.g. monthly, quarterly, annually)

» Source of data (system captured, manual) and data owner (organization or individual)

» Ease of accessing the data (availability, security)

» Quality of the data

• Who owns it?» A standards body that maintains,

updates and publishes the library

51Characteristics of a Good Measures LibraryA Solid Library: DescriptionMeasures what is important Focuses on key performance indicators of real

value to the organizationIs predominantly quantitative

Most measures can be expressed as objective values

Is clearly defined and mutually understood

Defined by and/or agreed to by process owners or governance body

Encourages appropriate behavior

Balanced to reward productive behavior and discourage game playing

Is multi-dimensional Balances between efficiency, effectiveness & outcomes; balances rear-view mirror and forward looking measures

Articulates ownership Data quality and integrity is owned by specific individuals for specific measures


52Considerations for Identifying Measures


• Take time to understand the types of measures available » Review the measures library for

the relevant talent process» Think about what each measure

tells you and how it might provide insights

• Consider proxy measures» To simplify the process» To advance your progress

• Not everything is equally critical. Create a prioritization matrix

• Criticality» High = Critical to demonstrate

tangible outcomes. Typically reserved for strategic, costly or visible programs

» Medium = Important to demonstrate outcomes. Helps make tradeoffs among alternative programs.

» Low = Won’t provide sufficient information for demonstrating outcomes

53Practitioner’s Perspective on Building a Measures Library


54Exercise


• Take 5 minutes

• For each category (efficiency, effectiveness and outcomes), identify 1-2 measures that you aren’t using today

• Identify how each measure could enable you to better manage the business of L&D

• Be prepared to share with the larger group

55Question: Are there any measures unique to e-learning?•

•

•

•


56TDRp Measures Summary

• Question: What measures are right for my organization?

• Answer:» Outcome measures that relate to key company goals» Effectiveness measures that support company and department

goals» Efficiency measures that support company and department goals

• Target 3-5 for each to start

• Check Questions» Why are we collecting this?» What will we do with it? Who will use it?


57

TDRp Statements


Yes, but what are your goals?



Executive Reports

Statements


and/or efficiency,


Data Sources


uiding Principles

Financial Systems






Quarterly


Monthly


Monthly


OutcomeStatement



Talent Acquisition





Total Rewards


Data Sets

May 13, 2013

59The Statements

• Three standard statements» Outcome» Effectiveness» Efficiency

• Uses standard measures 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


60Considerations in Creating the Outcome Statement


• Requirements» Summary statement » Lists organization’s top goals

in priority order» Identifies impact of talent

initiative on goal» Four columns

- Last year’s actual (LYA) - Current-Year Plan- YTD Actual- YTD Actual as % of Plan

• Options» Quantitative versus qualitative» Isolated impact versus proxy» Detailed statements

Statements

61Outcome Statement for L&DQuantitative & Qualitative with Proxies


2011Priority Business Outcomes and Impact of Learning and Development Initiatives Actual Plan Jun YTD % of Plan

1 Revenue: Increase Sales by 20% Corporate Goal or Actual % 10% 20% 17% 85% Impact of L&D Initiatives: 25% contribution to goal % 1% 5% 4% 80%

2 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 L&D Initiatives High/Medium/Low Low Low Low

3 Safety: Reduce Injuries by 20% Corporate Goal or Actual % 10% 20% 15% 75% Impact of L&D Initiatives: High High/Medium/Low Medium High High

4 Comply with New Regulations Corporate Goal or Actual % in compliance 100% 100% 100% 100% Impact of L&D Initiatives: Essential Essential Essential Essential

5 Retention: Improve Retention of Top Performers by 5 Points to 90% Corporate Goal or Actual Points -3 pts 5 pts 2 pts 67% Impact of L&D Initiatives None planned

Learning and DevelopmentSample High-level Business Outcome Statement for the Private Sector with Mixed Impacts

Results through June

2012


62Experience with Outcome Measures

• Use of forecasted, isolated impacts of learning?» Quantitative» Qualitative like high/medium/low or essential?

• Proxies?

May 13, 2013

63Considerations in Creating the Effectiveness Statement


• Start with effectiveness measures directly related to the initiatives in support of organization goals

• Add effectiveness measures which relate to other organizational and department goals (if any)

• Requirements» Must be some effectiveness

measures» Columns: LYA, Plan, YTD, YTD as

% of Plan

• Options» Selected measures» Grouping and labeling

Effectiveness Statement for L&D


64

2011Actual Plan Jun YTD % Plan

Level 1: Employee (All programs and initiatives) Quality % top two boxes 80.0% 85.0% 85.6% 100.6% 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 80.7% 85.0% 86.6% 101.9%

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%

Sample High-level Effectiveness Statement Results through June

For 2012


65Detailed Effectiveness Statement for L&D


What’s added?• Quarterly data• Breakout measures

within the quality category

• Regional level data


66Experience with Effectiveness Measures

• How many use L1? L2? L3?

• How many set goals for them?

• How many actively manage through the year?

May 13, 2013

67Considerations in Creating the Efficiency Statement


• Start with efficiency measures directly related to the initiatives in support of organization goals» Number of participants » Number of employees

• Add efficiency measures which relate to other organizational and department goals

• Requirements» Must be some efficiency measures» Columns: LYA, Plan, YTD, YTD as

% of Plan

• Options» Selected measures» Their grouping and labeling

Efficiency Statement for L&D


68

2011Actual Plan Jun YTD % Plan

Total Participants Number 109,618 147,500 67,357 46%Total Unique Participants Number 40,729 45,313 36,998 82%

Courses Taken by Type of Learning ILT only % of total 56% 43% 46% 107% vILT only % of total 3% 9% 8% 87% E-learning only % of total 35% 40% 40% 98% Blended % of total 6% 8% 7% 91% Total courses % of total 100% 100% 100% 100%

Utilization E-learning Courses Available Number 60 74 70 95% Taken by more than 20 Number 50 72 64 89% % taken by more than 20 % 83% 97% 91% 94%Reach % of employee reached by L&D % 71% 95% 72% 76%

Investment L&D Expenditures Million $ 15.8 20.2 10 49% Opportunity cost reduction Thousand $ 63 295 168 57% Development & Delivery cost reduction Thousand $ 28 50 18 36%

Sample High-level Efficiency StatementResults through June

For 2012

Learning and Development

69Detailed Efficiency Statement for L&D


What’s added?• Monthly data• More detailed

measures• Breakdown by

type of learning

70Experience with Efficiency MeasuresHow many report

• Number of participants?» Unique and total?» Set goals?

• Number of courses, hours?» Set goals?

• Progress against completion dates?

• Utilization rates?» Classrooms? Instructors? System usage? Reach?» Set goals?

• Development/delivery/opportunity cost reductions?


71


Exercise:Start to Create Efficiency Statement

May 13, 2013

• List the efficiency measures you want to report

• Most efficiency statements will include: » Number of participants» Number of courses or classes or

hours (perhaps segmented type of learning)

» Reach (% of employees touched by learning)

» Cost and/or cost reduction» Utilization ratios of courses,

classes, instructors, or rooms

72Practitioner’s Perspective on Using the Three Types of Measures


73TDRp Statements Summary

• Question: What do we do with the measures?

• Answer» Organize them into three standard statements» Key measures from the statements will be used in the reports to

manage the function» Statements provide additional detail


74

TDR Reports




Executive Reports

Statements


and/or efficiency,


Data Sources


uiding Principles

Financial Systems






Quarterly


Monthly


Monthly


OutcomeStatement



Talent Acquisition





Total Rewards


Data Sets

May 13, 2013

76The Reports


• Three executive reports for the active management of human capital to deliver planned results

• Constructed from the three statements just as management reports in an organization are constructed from underlying financial and activity reports

• The three executive reports:

» One targeted for use with senior executives (CEO, SVP, etc.)

» Two targeted for use with talent executives and program managers (those with specific

responsibility for programs, budget and people)

77The Reports (continued)


• 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

78Bringing it All Together: The Summary Report


• Audience: senior business and HR executives

• Most significant measures from the effectiveness, efficiency and outcome statements aggregated at the highest level

• Measures will vary by organization and year to year based on organizational priorities

• Generated at least quarterly

• Must be read holistically to obtain an accurate picture of progress against goals

Senior Business Executives

OutcomeStatement

Learning Effectiveness

Statement


Quarterly


OutcomeStatement


79Considerations in Creating the Summary Report


• Requirements» Summary report » Top goals for organization

impact by talent initiatives» Most important effectiveness

and efficiency measures» Columns:

- LYA- Plan- YTD- YTD as % of Plan- Forecast

• Options» Quantitative versus qualitative» Isolated impact versus proxy» Detailed report» Names of measures, how

they are grouped, group names

New!


80L&D Summary Report

May 13, 2013

Home

with Quantitative Impacts

2011 For 2012 Impact of Learning and Development Initiatives Actual Plan Jun YTD % of Plan ForecastRevenue: Increase Sales by 20% Corporate Goal or Actual % 10% 20% 17% 85% 20% Impact of L&D Initiatives: 25% contribution to goal % 1% 5% 4% 80% 5%

Engagement: Increase Engagement Score by 3 Points to 69.4% (1) Corporate Goal or Actual Points 1 pt 3 pts 1.9 pts 63% 2.5 pts Impact of L&D Initiatives High/Med/Low Low Low Low Low

Safety: Reduce Injuries by 20% Corporate Goal or Actual % 10% 20% 15% 75% 20% Impact of L&D Initiatives High/Med/Low Med High High High

Effectiveness Participant Feedback % favorable 80% 85% 87% 102% 85% Sponsor Feedback % favorable 75% 80% 77% 96% 78% Learning Score 78% 85% 83% 98% 84% Application rate % who applied it 61% 75% 78% 104% 79%

Efficiency % of courses that are traditional classroom % 56% 43% 46% 107% 42% E-learning course utilization rate % taken by 20+ 83% 97% 91% 94% 97% % of employees reached by L&D % 71% 95% 72% 90%

L&D Investment L&D Expenditure Million $ $15.8 $20.2 $9.9 49% $20.2 Opportunity cost reduction Thousand $ 63 295 168 57% 325 Development & Delivery cost reduction Thousand $ 28 50 18 36% 50

Sample Summary Report for the Private Sector

Results through June


81Creating the Summary Report


• Copy your three goals and impact of learning from the Outcome Statement

• Copy 3-4 effectiveness measures from your Effectiveness Statement

• Copy 3-4 efficiency measures from your Efficiency Statement

82The Program Report


• Purpose: Manage key programs to deliver planned results

• Audience: Senior Talent Executives

• Generated for each major Talent program» Includes measures necessary for

senior talent leaders and managers to manage program, initiative, or process results on a monthly basis.

» Typically includes outcome measures relevant to the program and the key effectiveness and efficiency measures.

Senior Talent Executives

OutcomeStatement

Learning Effectiveness

Statement

Talent Development Program Report

Monthly


OutcomeStatement


83Considerations in Creating the Program Report


• Requirements» Organizational goal the

initiative supports» Impact of initiative on goal» Sponsor’s name» Key effectiveness measures» Key efficiency measures» In either rows or columns

- Plan, YTD actual, YTD as % of Plan, Forecast

- For all listed outcome, effectiveness, and efficiency measures

• Options» Level of detail (simple,

medium, complex or multi year)

Simple Program Report for L&D (page 1)


84

Enterprise Goal: Reduce Injuries by 30% in 2012 Sponsor: Swilthe, VP of Manufacturing Expected Impact of Learning: High

Program Goals Level 1

Metric Value Employee Sponsor Level 2 Level 3Deliver Phase 1 Courses for Factory A Unique Participants 3,000 80% 90% 90% 65%

Total Participants 6,000Develop Phase 2 Courses for Factory B Complete by 5/30 3 90%Deliver Phase 2 Courses Unique Participants 1,000 80% 90% 90% 70%

Total Participants 3,000 ==== ==== ==== ==== ====

Total 80% 90% 90% 68% Courses Developed Number 3 Unique Participants Number 4,000 Total Participants Number 9,000Cost (not including opportunity cost) $250Thousand $

Sample Simple Executive Program ReportFor a Safety Initiative


Simple Program Report for L&D(page 2)


85

June Year-To-Date Results and Forecast

Year-to-Date Results Current ForecastEnterprise Goal: Injuries Reduced by 20% from First Six Months of Last Year 30% ReductionImpact of Learning: High (Based on Level 1 and 3 results and anecdotal feedback) High

Current Forecast% of Level 1 % of

Metric Value Plan Employee Sponsor Level 2 Level 3 Value PlanDeliver 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 Complete by 5/30 3 100% 90% 3 100%Deliver Phase 2 Courses Unique Participants 100 10% 80% 90% 92% 61% 1,100 110%

Total Participants 284 9% n=39 n=98 n=7 3,200 107% ==== ==== ==== ==== ==== ==== ==== ====

Total 83% 89% 94% 62% Courses Developed Number 3 100% 3 100% Unique Participants Number 2,900 73% 4,300 108% Total Participants Number 5,826 65% 9,500 106%Cost (not including opportunity cost) Thousand $ $178 71% $255 102%

Sample Simple Executive Program ReportFor a Safety Initiative


86The Operations Report


• Purpose: Manage Talent operations to deliver planned results

• Audience: Talent Executives and managers

• Pulls key measures from the Efficiency Statement

• Adds a column for forecast

Senior Talent Executives

OutcomeStatement


Monthly


87Considerations when Creating the Operations Report


• Select the most important efficiency measures from the efficiency statement

• Requirements» Key efficiency measures that

will be actively managed on a monthly basis

» Columns for LYA, Plan, YTD, YTD as % of Plan, Forecast

• Options» Names of the measures» How the measures are

grouped» Names of the groups

88Operations Report for L&D


2011 For 2012 Actual Plan Jun YTD % Plan Forecast

Total Participants Number 40,121 50,000 22,013 44% 48,000

Unique Participants Number 20,263 23,000 18,407 80% 24,000

Courses Taken by Type of Learning ILT only % of total 56% 43% 46% 107% 44% vILT only % of total 3% 9% 8% 87% 9% E-learning only % of total 35% 40% 40% 98% 40% Blended % of total 6% 8% 7% 91% 7% Total courses % of total 100% 100% 100% 100% 100%

Utilization E-learning Courses Available Number 60 74 70 95% 74 Taken by more than 20 Number 50 72 64 89% 72 % taken by more than 20 % 83% 97% 91% 94% 97%

Reach % of employee reached by L&D % 85% 88% 72% 88% 88%

Program Management Courses Total Developed Number 22 36 24 67% 35 Number Meeting Deadline Number 16 33 21 64% 33 % Meeting Deadline % 73% 92% 88% 95% 94% Total Delivered Number 143 178 167 94% 178 Number Meeting Deadline Number 89 160 139 87% 155 % Meeting Deadline % 62% 90% 83% 85% 87% Cycle Time Performance consulting Days 39 30 33 67% 32 Design and Development for ILT Days 56 45 44 109% 45 Design and Development for WBT Days 48 40 39 113% 39

Sample Executive Operations ReportResults through June


89TDRp Reports Summary

• Question: How do the measures help run learning like a business?

• Answer» Key measures are shown in three executive reports» The Summary Report is used by the CEO, governing body and CLO

to manage the function at a high level on a quarterly basis» Program Reports are used by the CLO, Directors, and Program

Managers to manage program execution on a monthly basis» The Operations Report is used by the CLO and Directors to manage

key efficiency measures on a monthly basis


90Practitioner’s Perspective on Executive Reporting


Value Dashboard – monitor, manage and communicate training results to key audiences

91

Managing the Change


92Making it Happen

• Technically, TDRp is pretty straight forward

• It’s about gathering relevant data and displaying it in a succinct way on reports for executives

• But if it’s so easy, why don’t we see TDRp (or some variant thereof) implemented within most Talent functions?


TDRp requires a fair amount of change in

the way the L&D function operates.

And let’s face it, change can be

difficult.

93Exercise: What’s Changing?


• Identify and share some changes that you believe organizations will experience as a result of TDRp

94Innovation Adoption Curve


InnovatorsEarly Adopters

Early MajorityLate MajorityLaggards

The

Cha

sm

I don’t understand why we need to do this. No one is asking for this data

This is a good idea. With support, I’m willing to move forwardIt sounds like a good idea, but

we have too many other things that we need to tackle right now. I’ll put this on the agenda for next year. “We need to act now. If we

don’t, we risk our ability to positively impact the business and become a true business partner

Individuals are at different points on the adoption curve. Sustained change happens when employees ‘cross the chasm’.

94

95The Change Model


From John P. Kotter: Leading Change

DrivingChange

8. Make ChangeStick

7. Don’t let up

5. Empower Action6. Create Quick Wins

4. Communicatefor Buy-In

3. Get theVision Right

2. Build theLeadership Team

1. Create a Senseof Urgency

People start telling each other: “Let’s go, we need to change things!”

A group powerful enough to guide the change is formed and they work together well

The team develops the right vision and strategy for the change effort

People begin to buy into the change; this shows in their behavior

More people feel able to act and do act on the strategy

Momentum builds as people try to fulfill the strategy; fewer people resist

People make wave after wave of changes, fulfilling the vision

New and winning behavior continues despite the pull of tradition and turnover of change leaders

96Create a Sense of Urgency

• Risks of doing nothing?» Senior L&D leaders will lack a

holistic view of L&D performance » L&D leaders will not have the

information to prioritize investment decisions and funding allocation

» L&D leaders will lack a systematic approach to improving training results

» The L&D function will have a lower impact on business outcomes

» L&D will continue to be viewed as a cost center and will be subject to ongoing cost cutting

• Opportunity if you act?» L&D will build collaborative partnerships

with the business ensure it focuses on the most critical priorities, drives application and produces measureable results

» Senior L&D leaders run training like business including- An annual business plan - Agreed upon KPIs - Goals and performance targets

» L&D will systematically improve training results and their impact on business outcomes

» L&D will have the data, tools and methods to communicate its value to the business


96

97Sponsors vs Stakeholders?


• Sponsor: responsible to the CEO for delivering the business goal » The only person with whom you can

have a meaningful discussion about the impact of talent on the business

» Usually a direct report to the CEO at most one level further down (e.g. SVP of Sales, President of Manufacturing)

• Stakeholder: An individual who has a "stake" in the program » Can influence it» Wants to know if it is successful» Is directly affected by it» Typically includes

- Head of the HR function (like the CLO)- Managers/staff in the HR function

responsible for the initiative- Managers/staff in the client function (like

Sales) responsible for the initiative- May include the SVP of HR

98The Anatomy of Change


Res

pons

e

Skeptical

Enthusiasm

This is taking time Results aren't

visible

Is it worth it?

Maybe not a bad idea

It works!

The Dark Night

of theInnovator

Optimism

PessimismTime

Investment Phase Pay-off Phase

Start to see pay-offs

Brass Bands and Fireworks

99

Implementing TDRp


100Ten Steps to Implementing TDRp

May 13, 2013

1. Socialize TDRp concepts

2. Commit to implement

3. Engage a guiding team

4. Develop a multi-year plan

5. Identify business goals and establish common measures with sponsor(s) and stakeholders

6. Identify goals for each measure including the contribution of Talent to the business goals

7. Create draft statements and reports» Outcome Statement» Effectiveness and Efficiency

Statements» Summary Report» Program Reports» Operations Report

8. Manage results to plan; conduct sponsor and stakeholder reviews

9. Review and improve

10. Integrate into business process


TDRp Implementation Journey101

Time

Create Awareness

(2) Commit to implement(1) Socialize TDRp

concepts

(5) Implement: Identify business goals and establish measures

(6) Implement: Identify goals

(7) Implement: Create draft statements & reports

(8) Manage: monthly/quarterly reviews

Institutionalize

Advocate, Champion

Deg

ree

of S

uppo

rt fo

r Cha

nge

May 13, 2013

Expand, refine (10) Integrate into business

processes( 9) Review: improve our processes

(4) Plan: Establish multi-year plan

This is a change process. Build capability over time

(3) Engage a guiding team


102Critical Success Factors

Talent Business Plan

Leadership Results Drive Action

Resources

Governance / Alignment

Data


Technology &

Integration

Leadership• Exec Reporting driven

from the top (the department head)

• Talent leaders engage in ongoing dialogue with senior business leaders

Governance /Alignment• Align with business needs• Establish Talent priorities

Talent Business Plan• Driven by business priorities• Includes efficiency, effectiveness

& outcome measures with SMART goals

Results • Inform annual

planning process• Drive continuous

improvement

Data• Access to relevant data• Confidence in data quality • Availability matches reporting cadence

Technology • Systems and tools

enable scalable, repeatable process

• Drill down capability to explore anomalies

Resources• Bandwidth &

accountability• Knowledge & skills• Credibility with the

business

103Balance Supply with Demand

• Assess your organization’s strengths, weaknesses and blind spots

• In your implementation plan:» Leverage your strengths» Develop a plan to mitigate your weaknesses» Determine how you will reveal and address

your blind spots

• Balance the supply of data with the demand (pull) for information that drives accountability and continuous improvement


104Track Your Progress


Stage Description Plan Actual Score CommentsForecasted Completion

Pre Awareness1 Socialize TDRp concepts2 Commit to implement3 Engage a guiding team4 Develop a multi-year plan5 Establish measures6 Identify goals7 Create statements & reports8 Manage monthly/quarterly reviews9 Improve TDRp processes10 Integrate into business processes

Post Expand, refine, recalibratePost InstitutionalizePost Advocate and Champion

Total Score 0% 0%

Completion Date or Progress

Internal note: Each stage has a maximum value of 100. Completion of implementation activities = 100. Maximum score is 1400

TDRp Progress Assessment

105TDRp Progress Assessment: Example


Stage Description Plan Actual Score CommentsForecasted Completion

Pre Awareness Nov-11 Nov-11 1001 Socialize TDRp concepts Feb-12 Feb-12 1002 Commit to implement Mar-12 Mar-12 1003 Engage a guiding team Apr-12 Apr-12 1004 Develop a multi-year plan May-12 May-12 100

5 Establish measures Jun-12 75% 75Measures established but in review with stakeholders Jul-12

6 Identify goals Jul-12 60% 60Goal discussions completed with all but 3 stakeholders Aug-12

7 Create statements & reports Aug-12 0% 0 Not yet begun Oct-128 Manage monthly/quarterly reviews Sep-12 0% 0 Oct-129 Improve TDRp processes Jan-13 0% 0 Jan-1310 Integrate into business processes May-13 0% 0 May-13

Post Expand, refine, recalibrate Oct-13 0% 0 Oct-13Post Institutionalize Feb-14 0% 0 Feb-14Post Advocate and Champion Jun-14 0% 0 Jun-14

Total Score 635% 45%

Completion Date or Progress

Internal note: Each stage has a maximum value of 100. Completion of implementation activities = 100. Maximum score is 1400

106Pr

ogre

ss to

opt

imiz

ing

trai

ning

’s v

alue

Measurement and Evaluation Strategic Roadmap

Reactive M&E Strategic M&E

Fully Integrated

‘Level 1’ Ad Hoc Approach

We are here


107

Learn More


108CenterforTalentReporting.org

• Introduction to TDRp White paper

• Over 500 measures with definitions

• Over 60 sample statements and reports

• Detailed written guidance

• Sign up for email



109The CTR Website

May 13, 2013

www.centerfortalentreporting.org

For L&D, start here. Go to Learning & Development to find all the whitepapers, definition of terms document, sample statements and reports, and detailed implementation guidance

110CTR Website: L&D Resources


Tips & Tools Constructing reports: L&D Summary Report, Executive

Program Report, Outcome Report Customizing TDRp for your organization The L&D Summary Report and the Written Executive Report Multiple Learning Programs in Support of One or More Goals Outcome Discussions with the Stakeholder

Accelerate Your Mastery 111


• Two-day workshops offered in 2013» Jun 6-7 Alexandria, VA» Oct 15-16 Atlanta» Use code SKWKSP1 to get

$200 discount

• Webinars offered monthly» Intro to TDRp» Implementation CSFs» Implementation Guidance (members

only)

• First TDRp conference planned for October 17

• Certification» Individuals» Vendors providing software

products employing TDRp

• Accreditation» Organizations implementing

TDRp» Consultancies providing services

112Become a Member of theCenter for Talent Reporting• Benefits

» Access to Enhanced Content on the website- Formulas and references for measures- Excel versions of sample statements and reports- Detailed implementation guidance

» $300 discount on workshops and conference» Priority for TDRp certification

• Investment» Only $299


113Wrap Up: Objectives Review


By now, you should be able to:

• Articulate the principles of TDR and its benefits to your organization

• Identify the type of measures that are right for your organization to populate the statements and reports

• Explain the Talent Development statements and reports and why each is important

• Understand how the statements and reports can help you rum learning like a business

• Appreciate the change that will be required to implement TDRp and run learning like a business

114Advice:Just Get Started!• Identify where you might begin to implement

» One project» One business unit or region

• Start small and grow» Begin with 3-5 measures from each group» Start with what you already have

• Don’t wait for perfection, new data systems» You can do much manually» You will learn as you go

• So, just start!


115Contact Information

• Dave Vance: Executive Director» Email: [email protected]» Phone: (970) 460-0837

• Peggy Parskey: Assistant Director» Email: [email protected]» Phone: (323) 931-6589

• Dawn Campbell Borland» Email: [email protected]


mailto:[email protected]



116


Appendix: Job Aids

May 13, 2013

117Sample Measures for L&D


Type Purpose ExamplesEfficiency Demonstrate the ability of the learning function

to deliver learning solutions:• Cost effectively• In a timely manner• That reach the target audience• That use learning resources wisely

• Costs to design, develop and deliver content

• Course activity and volume• Time from request to deployment • Utilization of courses

Effectiveness Demonstrate the ability of the learning function to deliver learning solutions:• Aligned with business needs• Satisfy learners• Producing increased learning, new behaviors

and improved performance• Providing value to the business

• Level 1: Courseware quality, delivery effectiveness, learning effectiveness

• Level 2: Amount learned• Level 3: % of learning applied on the

job• Level 4: Job impact• Level 5: ROI or ROE

Outcomes Demonstrate the ability of the learning function to deliver learning solutions:• That produce tangible business outcomes• Result in high levels of satisfaction• Increase employee engagement and

retention

• Financials: revenue growth, profitability, cost of goods sold

• Customer satisfaction and loyalty• Operational: space utilization,

inventory turns• Employee engagement, turnover

118


The Outcome Statement

The Question The AnswerWhat 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

May 13, 2013

119


The Effectiveness Statement

The Question The AnswerWhat 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

May 13, 2013

120


The Efficiency Statement

The Question The AnswerWhat 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

May 13, 2013

The Statements Compared


Question Effectiveness Statement

Efficiency Statement Outcome Statement

What is it? • Focuses on how effectively or how well the business outcomes are achieved.

• Brings together all the activity and cost elements necessary to judge how efficiently the outcomes were achieved

• Depicts key goals / desired outcomes of the organization along with the expected impact of L&D on achieving those outcomes

Who is the audience?

• Senior L&D Leaders • Senior L&D Leaders • Senior L&D Leaders

Why do it? • The effectiveness statement provides insight into areas for continuous performance improvement of learning programs

• The efficiency statement helps ensure the learning function is well managed and reaching the desired audience

• The Outcome Statement depicts the value of the learning organization to the business

What reports does it feed?

• Quarterly L&D Summary Report

• Monthly L&D Program Report


• Monthly L&D Operational Report


• Monthly L&D Program Report

121

122


The Summary Report

The Question The AnswerWhat 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

May 13, 2013

123


The Program Report

The Question The AnswerWhat 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

May 13, 2013

124


The Operations Report

The Question The AnswerWhat 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

May 13, 2013

The Reports Compared


Question L&D Program Report L&D Operations Report L&D Summary Report

What is it? • Highlights the connections between learning programs/ initiatives, the organizational goal and the impact of learning on those goals.

• Includes efficiency details on the costs and activities of the learning function.

• This report shows actuals and performance relative to plan.

• Contains the most significant measures from the outcome, effectiveness and efficiency statements aggregated at the highest level.

• This report should be generated quarterly.

Who is the audience?

• Senior L&D Leaders and their staff

• Senior L&D Leaders and their staff

• Senior Business Leaders & Senior L&D Leaders

Why do it? • Enables Learning Leaders to manage programs and initiative

• Enables Learning Leaders to manage the efficiency of the L&D operation

• Provides a holistic view of the overall impact, effectiveness and efficiency of the learning organization

What statements feed it?

• Outcome Statement• Learning Effectiveness

Statement• Learning Efficiency

Statement

• Learning Efficiency Statement

• Outcome Statement• Learning Effectiveness

Statement• Learning Efficiency

Statement

125

126Variations of L&D Statements

TypeStatement or Graph Level of Detail Sector

Quant, Qual, or Mixed/Proxies

Outcome

Statement High Private Quantitative

Statement High Private Qualitative

Statement High Private Mixed, Proxies

Statement Detailed Private Quantitative

Statement High Government Mixed, Proxies

Effectiveness Statement High All Quantitative

Statement Detailed All Quantitative

Graph Detailed All Quantitative

Efficiency Statement High All Quantitative

Statement Detailed All Quantitative


127Variations of Reports: L&D

Type Level of Detail SectorQuant, Qual, or Mixed/Proxies

Summary High Private Quantitative (1)

Summary High Private Quantitative (2)

Summary High Private Qualitative

Summary High Government Mixed, Proxies

Program Simple All Quantitative

Program Medium All Quantitative

Program Multi Year All Quantitative

Program Detailed All Quantitative

Operations High All Quantitative


using talent development reporting principles (tdrp) to run learning like a business 2013 skillsoft...

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