Developing an L&D Dashboard: 2.0

1. Developing an L&D Dashboard: 2.0 Julie Stone, VP Learning & Talent Management Prudential Group Insurance

2. Can your stakeholders express the value your organization brings to the business? What would they say? Can you?

3. A story…

4. Objectives and Outcomes for Today’s Session • Tell your story – with business-driven data • Make a compelling case for investing in talent development • Take away an approach for creating a dashboard you can use in your business • Drive market differentiation through top talent • Be a leader of influence with a seat at the table

5. Typical Environment • Corporate, P&L environment with internal clients • A lot of mandated check-the-box training • Cost is primary business driver • Org structures: Varied degrees of centralization

6. Typical Challenges • L&D perceived as only an expense • L&D not viewed as a strategic partner • Senior leader time and attention stretched • Need to express value in business language • L&D perceived as “soft”

7. Current Day Challenges • Economic conditions • Outsourcing • Future talent needs de-prioritized • Neglecting to recognize our changing workplace • All of these result in reduced funding • Reduced funding results in decreased ability for talent to differentiate your business in the marketplace

8. What’s a Dashboard? • Graphical Display • Health of project, organization, function, etc. • Industry /functional metrics • Benchmarks • Speaks in business language

9. Small Group Discussion • In your current environment, what metrics do you capture and how? Are they the same metrics that the business captures? • For whom? • Do you package them in a dashboard format? • Is the business happy with them? • Are you happy with them? • Do they tell your story?

10. Dashboard Evolution: First Attempt • Level 1s, Level 2s, number of staff trained, training initiative type • Data only, not relational to anything • Hard to know if data is good, bad, or ugly • No analysis of data • Not business outcomes driven • Assumption that the data will be meaningful to leaders • Data is not actionable • While not particularly meaningful, requires significant effort to collect and report

11. First Attempt Example

12. First Attempt Example

13. Dashboard Evolution: Next Attempt • Used all data from first attempt • Attempted to make data: • Relational • Included some business outcomes • Used graphics to display data, but still: • Not particularly meaningful, not actionable, activity-based, and required more effort to collect and report

14. 677 Distance seats trained Distance cost savings (vs. cost of instructor-led travel) Overall travel budget savings Continuous Improvement Next Attempt Example YTD Training Volumes YTD Documentation Results Growth & Efficiency 30 T&D process improvements implemented YTD YTD Web-Based Delivery 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 20 New web-based courses created Increase in overall library size Web-Based Training seats completed 52% 1377 YTD Distance Delivery Employee Development $30,698 13 191 58 YTD website hit count / employee Workshops T&D Attendees 131% 5,016 Document updates YTD

15. 677 Distance seats trained Distance cost savings (vs. cost of instructor-led travel) Overall travel budget savings Continuous Improvement Next Attempt Example YTD Documentation Results Growth & Efficiency 30 T&D process improvements implemented YTD YTD Web-Based Delivery 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 20 New web-based courses created Increase in overall library size Web-Based Training seats completed 52% 1377 YTD Distance Delivery Employee Development $30,698 13 191 58 YTD website hit count / employee Workshops T&D Attendees 131% 5,016 Document updates YTD

16. Dashboard Evolution: 3rd Iteration • Focus shifts from collecting to analyzing data: • Relational – both internally and externally • Shift to using business language and business measures • Reposition traditional L&D metrics (L1, L2) as “effectiveness / COE” metrics • Less reporting: • One page target (reality: 3) • Significant meaning for the business • Viewed us as running L&D as an operation, with efficiency and effectiveness targets

17. 3rd Iteration: Efficiency & Productivity T&D Productivity Training Consumption per Trainee 17.8 Benchmark Range 9.6 9.8 4.9 4.2 4.2 2.6 6.78 per/qtr benchmark 3.5 1.4 1.9 Cost per Learning Hour $72.99 benchmark • Every hour worked in T&D delivers between .56 -1.08 training hrs consumed.

18. Current Iteration • Tied metrics to business • Added financials • Budget forecast vs. actuals • ROI • Added capacity - present and future views

19. L&D Dashboard Focus: Power of 5 and Operational Excellence One Aligned, Powerful HR Team L&D Productivity Financials ASTD Benchmark: $72.99 Projected Capacity YTD Budget : $XXXM Actual: $XXXM 10.7% positive variance Business Impact YTD ROI: TBD* % of Spend: TBD *ROI & evaluation methods in development Industry Benchmark: 43-68:1 LOB1 LOB2 LOB3 LOB4 LOB5 LOB6 Total Q3 18% 22% .2% 0% 32% 22% 95% Q4 25% 35% 4% 0% 19% 18% 102% Initiatives delivered within requested timeframe: 100% * Does not include Talent Management & Leadership Projected Capacity* YTD L&D Allocation Volumes* *Does not include Talent Management & Leadership Benchmark: 2.26 hrs p/month YTD Growth of Off-the-Shelf Library: New courses: 7 Percentage Increase: 39%

20. Business Reactions • Initial shock…followed by delight • Significant increase in credibility • Viewed as a strategic resource…driving increased discussion re investment • “L&D is showing up differently” • Funding has increased…driving increased talent development and business performance • L&D team engagement increased, personal connection to mission strengthened

21. Gaps We Still Want to Address • Finding the sweet spot between reporting activity vs. outcomes • Can we do away with training volumes? • Future projections based on development ratios • Adding in end-to-end talent lifecycle view • Talent acquisition / staffing • Performance management and development • Succession Planning and retention • Incorporating full organizational costs of talent investment

22. Small Group Discussion • What are your thoughts on using business language to talk about L&D metrics? • Are there measures that we’ve shown today that would be applicable in your setting? • How about ones that you wouldn’t want to show? • Could you effectively engage your business in a strategic discussion using a dashboard? • What barriers do you see in developing or using a dashboard to communicate value?

23. Capturing the Data – What Should You Collect? • Determine your blend of activity vs. outcome based metrics • Think like a P&L leader – what would you want to know to keep investing? • Think about your culture – what resonates? • Learn what your stakeholders collect and report – anticipate the “views” they want to see • Practical component – what can you collect? • How can you interconnect your data to existing business data?

24. Start with the Business • Costs: fully-loaded staffing costs, overhead, charge-backs, all of it • Number of employees you support • Big picture numbers: Revenue, expenses, key business metrics • L&D functional excellence metrics: Volumes, L1, L2, L3, L4 • View into what your L&D production level is: capacity, efficiency, projections, etc. • Benchmarks: Internal and external

25. How do I collect it? • Operational excellence is key! • Consistency • Define metrics, create common process, limit access, monitor and QA entries • Monthly – even if you report less frequently • Know how you’re going to structure your data

26. How do I make the data meaningful? • Tie them to business results • Use benchmarks - internal and external • Trend your own data over time • Determine your impact • Identify areas of opportunity or enhanced focus • Becomes a vehicle for continuous process improvement

27. Who do I present it to? • Decision makers – not just L&D leaders: • L&D governance board • P&L or functional leaders • Puts actionable data in their hands to enable decision making • Aligns them on priority, capacity, and investment (vs. spend)

28. Story revisited • What will you do differently?

29. I’d love to hear from you! Contact me at: • Julie Stone: 973.548.7353