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ASTD 2005 Debriefing

ASTD 2005 Debriefing. Legend Series: Performance Improvement Measurement, Evaluation and ROI. 2005. 6. 7( 화 ) 오헌석 ( 서울대 교육학과 ). Legend Series. Strategic Biz Partner: How to Earn a Seat at the Table Jim & Dana Gaines Robinson 2005. 6. 6( 월 ). Strategic Biz Partner. 세션 핵심 내용

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ASTD 2005 Debriefing

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  1. ASTD 2005 Debriefing Legend Series: Performance Improvement Measurement, Evaluation and ROI 2005. 6. 7(화) 오헌석(서울대 교육학과)

  2. Legend Series Strategic Biz Partner: How to Earn a Seat at the Table Jim & Dana Gaines Robinson 2005. 6. 6(월)

  3. Strategic Biz Partner • 세션 핵심 내용 • Learning & Performance 부서의 3가지 Strategic Work • SBT에게 요구되는 Accountability & Competence

  4. Strategic Biz Partner OD 기능의 3가지 분류 Transactional Tactical Strategic Identifying and addressing needs of individual Identifying and addressing needs of work group Identifying and addressing needs of entities and/or entire enterprise

  5. Strategic Biz Partner Need Hierarchy와 Strategic Work Business Needs Results (Strategic) Performance Needs Causes & Solutions (Tactics) Work Environment & Capability Needs

  6. Strategic Biz Partner • Strategic Work focuses on Biz & • Performance Needs • Tactical & Transactional Work • focuses on Work Environment & • Capability Needs

  7. Strategic Biz Partner Role of a Strategic Biz Partner • Partner with an org’s leaders to define, • align, and implement people initiatives that • benefit org. • When the partnership is optimized, SBP는 • 기업전략 수립과 계획에 기여

  8. Strategic Biz Partner Accountabilities for SBPs • Identify & Partner to Support Strategic Projects • Reframe requests to identify strategic opportunities • Proactively identify strategic opportunity • Implement Strategic Projects • Influence Biz Strategies & Direction • Contribute to formation of Biz Strategies & Plans • Integrate HR strategic Plan & Initiatives into Biz Plan • Implement people initiative in support of Biz plan Build Client Partnership

  9. Strategic Biz Partner Competency Requirements for SBPs • Technical/Process Competence • Analysis skill • Biz Knowledge • Systemic Thinking Skill • ….. • Attributes • Behavioral Flexibility • Objectivity • Self-confidence • Tolerance for Ambiguity

  10. Performance Improvement • Trends: Training is not enough • T&D cannot solve all organizational • problems. • Move to Performance Improvement & • Consulting for Competitive Advantage

  11. Strategic Business Partnerships Management Development Partnerships Organizational Development Partnerships Performance Improvement • Trends: HRD의 전략적 역할 강조 • 전략적 파트너십 형성

  12. Performance Improvement • Trends: HRD의 전략적 역할 강조 • HRD 담당자의 역량 개발: ASTD Competency Model 학습전략가 4.01 사업파트너 3.98 프로젝트 매니저 4.08 전문가 4.19

  13. ASTD 2005 Debriefing Measurement, Evaluation and ROI

  14. Return on Investment (ROI) 1.The Five Cs of ROI (M105) by J. Phillips 2.Critical Steps in Planning for Critical Impact Studies:Case Study (M305) 3.The ROI Reality Show (M212) 4.Use the Chain of Impact to Leverage Data & Demonstrate ROI (M203)

  15. Learning Value Chain Level Measurement Focus 0. Input Input such as volume & efficiency 1.Reaction Participant satisfaction 2. Learning Changes in K,S,A 3.ApplicationChanges in on-the-job behavior or actions 4.Biz Impact Changes in biz impact variable 5.ROI Compares program benefits to the costs

  16. Global Trends in Measurement & Evaluation Develop Objectives of Solution Develop Evaluation Plan Collect Data During Solution Imp. Collect Data After Solution Implementation Generate Report Calculate ROI -Calcu. Cost Convert Data to Money Val. Isolate Effects of Solution • Comparison • Group Ana. • Trend Analysis • Expert • Estimation

  17. The Five Cs of ROI • Build on Credibility • Face the Challenges: they can be overcome with • discipline and effort • Concentrate on building ROI competencies: there • are many ways to accomplish this. • Use Caution when using ROI. • Collaborate with many stakeholders to achieve • success with ROI

  18. 2.Critical Steps in Planning for Critical Impact Studies:Case Study (M305)Judy Frank & Tony Hodges (BAE Systems) (TH & Company)

  19. Good Candidate for ROI Analysis • Expensive program • High expectations for participants • High visibility • Politically sensitive • Linked to key organizational objectives

  20. Case & Data Collection • BAE Systems North America Leadership • Development Program (NALDP) • -2002년 개발된 12개월짜리 프로그램 • -목표: BAE Systems HPI의 리더십 역량 개발 • NALDP Biz Objectives • Increase promotional readiness • Improve retention • Knowledge transfer • Value of ELO projects • Five level • -Reaction, Learning, Application, Biz Impact • -Cost & Financial Benefits

  21. Define the Cost Category • Design & Delivery Costs • Need Assessment • Initial Design work • Development of the Solution • Delivery costs • Faculty • Participant Attendance • Travel & Housing • Evaluation

  22. NALDP Cost Categories • Selection process • Design and development • Participant time and travel • Facilitator time and travel • Materials • Venue fees • Program management • Administration management • Evaluation

  23. Methods of Isolating the Effects • Use of control group arrangement • Trend line analysis of performance data • Use of statistical methods (e.g. regression analysis) • Participant’s estimate of the program’s impact(%) • Supervisor’s estimate of the program’s impact(%) • Management’s estimate of the program’s impact(%) • Use of previous studies • Subordinate’s report of other factors • Use of customer input

  24. NLDP Methods to Isolate

  25. Global Trends in Measurement & Evaluation • Investment is increasing to 3-5% of the learning • & development budget • Organizations are moving up the value chain in • their evaluation strategies • Increased focus is driven by clients and sponsors • ROI is the fastest growing metric: 70-80% of orgs. • want to use (currently 15-20%)

  26. Global Trends in Measurement & Evaluation • Evaluation data is used to drive improvement and • secure funding • Evaluation is addressed early and often in the • learning cycle • Processes are systematic and methodical, often • designed into the delivery and implementation • processes • Technology is significantly enhancing processing

  27. ASTD 2005 Debriefing Leadership & Mgmt Development 1.Managers Win the Next Talent War: Love’em or Lose’em 2.Building Leadership Through Informal Learning (TU301)

  28. Managers Win the Next Talent War: Love’em or Lose’em (TU115) by B. Kaye & S. Jordan

  29. Objectives • Latest retention research • Why the line manager has more power & • influence than anyone else to engage, grow, and • retain talent • Strategies that managers at all levels can use to • keep talent

  30. It’s all about Talent The new corporate rainmaker will be the person who can FIND and KEEP TALENT • Psychologically • Retained • Committed • Satisfied • Excited • Engaged

  31. Key Ponderables • What is the Scare? 위기요인은 무엇인가? • How will you Fare? 현재의 상황은 어떤가? • How can you Prepare? 어떻게 준비할 것인가?

  32. What is the Scare? A Slow economy + Changing demographics + Unhappy employees

  33. Changing demographics • 1 out of 2 US Workers eligibile to retire within • next decade • 10% fewer workers aged 35-44 between now • and 2010 • 61countires at or below zero population • growth

  34. Unhappy Employees • Gallup: 55% not engaged • Towers Perrin: 1/3 intensely negative • SHRM: 83% of US execs & managers seek new • jobs when market improves • Bain: Less than 50% of today’s employees feel • organization has earned loyalty • Recruit Magazine:1/3 start new job search on 1st • day of job

  35. How will you fare? • Are you • Communicating the biz case? • Preventing the bureaucracy from choking your • talent? • Conducting “stay” interviews? • Offer training and tools to managers and • employees? • Creating engagement & retention dashboards? • Utilizing the current research?

  36. Research: Whey do you stay? • Exciting work, challenge • Career growth, learning & • development • Great people • Fair pay • Good boss • Recognition, valued, respect • Benefits • Meaningful work • Pride • Great work environment • Flexibility: Work hrs, dress,etc • Autonomy, creativity • Job security • Location • Diverse work • Fun • Loyalty & commitment

  37. Global Research: Whey do you stay? • Netherlands • Not related to pay • Availability of career advancement and ability to improve skill • Spain • Competitive base pay, Way of treating people • U.K. • Visible demonstration of engagement, Challenging job • France • Recognition & Respect from coworkers • Germany • Ability to do varied work • Italy • Work & life balance

  38. How can you prepare? • Hold managers accountable • Sell Stay Interviews • Re-educate managers about the basics • Remember Senior Talent

  39. How can you prepare? • Re-educate managers about the basics • Teach them to ASK then ACT • Opportunities • Recognition • Truth: feedback as a gift • Family • ?

  40. How can you prepare? • Re-educate managers about the basics • Teach them to ASK then ACT • Opportunities • Seek • See • Seize • Recognition: Little Things Mean a Lot • I’m impressed with… • You really made a difference by…

  41. How can you prepare? • Re-educate managers about the basics • Teach them to ASK then ACT • Truth: Tell the truth • Think feedback as a gift • Family: Get Friendly • Don’t make them choose between work & family • Get flexible • Get supportive • Get creative • Don’t be a jerk

  42. Building Leadership Through Informal Learning (TU301) by H. Prager & K. Kippen

  43. 세션 주요내용 • 리더십 육성 계획에 Informal Learning 통합 • 하는 방법 • Henschel의 7가지 학습원리를 조직에 통합 • 하는 방법 • 핵심요소로 Human contact, time, • information, technology 고려

  44. 세션 토론 질문 What is the most important thing that you have learned about leadership and how? What How

  45. Question • How much of learning is due to informal • learning? • a.10% b.50% c.30% d.85% • How much is spent by companies on formal • learning? • a. Millions b.Billions c.Not enouth d.Unknown

  46. Examples of formal learning • Examples • Classroom and e-learning • Conferences • Structured OJT • CBT • Characteristics • Planned learning • Specific outcomes & results • Know When it has happened

  47. Informal Learning의 정의 • 다른 활동의 결과로 인해 생기는 무의도적 • 이거나 계획되지 않은 학습 • 모든 개인이 일상경험(가정,직장,놀이 등) • 으로부터 지식과 기술을 습득하고 축적하 • 는 평생의 과정(Coombs & Ahmed, 1974)

  48. Examples of informal learning • Coaching or Mentoring • OJT • Hallway conversations • Action Learning • Self learning

  49. Results from informal learning • Improved competence • Changed attitudes • Growth • Self-confidence • Hit and Miss

  50. Time planned for informal vs. formal learning Fo r m a l Informal Learning organization

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