Don't squander your most valuable resource! Collectively, your workers are your company's most important and most valuable asset. To make the most of this asset, nothing beats quantitative performance and investment measurement. Learning and Development is an 80 billion-dollar industry, and every valuable employee represents a sizable investment on the part of your company. To keep your business moving forward, effective management of human capital is crucial. It generates plenty of data, and deep analysis of this data helps you provide feedback and make adjustments to capitalize on the combined knowledge, skills, and creativity of your workers. Developing Human Capital: Using Analytics to Plan and Optimize Your Learning and Development Investments provides a guidebook for collecting, organizing, and analyzing the data surrounding human capital so you can make the most of your employees' potential.
- Use predictive analysis to optimize human capital investments
- Learn effective study design and alignment
- Get the tools you need for measurement, surveys, and analysis
- Decide what to measure and how to measure it
- Outline your company's current and future analytics technology needs
- Map data sources, and overcome barriers to data collection
Authors Gene Pease, Bonnie Beresford, and Lew Walker provide case studies in which major companies applied human capital analytics to guide people decisions, and expand upon the role of analytics in Learning and Development. Developing Human Capital: Using Analytics to Plan and Optimize Your Learning and Development Investments is an essential guide to 21st century human resources and management practices, and can keep you from squandering your company's most valuable resource.
Table of Contents:
Foreword xiii
Preface xvii
Acknowledgments xix
Introduction xxi
Chapter 1 The New Workforce 1
Defining the Generations 2
Projected Gaps as the Generations Shift 4
Chasing Down Retirement 4
Changing the Way We Work 5
Technology 6
Economy 7
Globalization 8
Demographics 9
Are Virtual Workplaces Here to Stay? 9
What Can Learning Leaders Do? 9
Summary 10
Notes 11
Chapter 2 The Need for a Strategy 13
Measurement as an Intentional Process 15
Continuum of Analytics 17
Continuum of Learning and Development
Analytics 20
Summary 22
Notes 22
Case Study: A Measurement Strategy in Action:
Pfizer 24
Chapter 3 Establishing a Measurement Framework 31
Measurement Frameworks 32
A Practical Measurement Framework for Learning 35
Summary 39
Notes 40
Case Study: Improving Collectors’ Skills: AT&T 41
Chapter 4 Planning for Success 61
Purpose and Political Will 62
Skills and Capabilities 65
Tools and Technology 66
Data 67
Taking Inventory: What It Takes 69
Developing the Plan: Measurement Blueprints 69
Summary 73
Note 73
Case Study: A Culture of Measurement: Chrysler
Academy 74
Chapter 5 Curriculum Alignment 79
Goal: To Close the Skill Gaps 80
The Performance Map 80
How We Learn from High Performers 82
Quantifying the Gap 84
Aligning and Prioritizing the Curriculum 85
Beyond Curricula 86
Summary 87
Case Study: Performance Analytics for an Aligned Curriculum: VW Credit, Inc. 88
Chapter 6 Measurement Alignment 97
Alignment Wanted 98
Maps—An Old Idea, a New Application 98
What Is a Measurement Map? 99
What Does a Measurement Map Look Like? 100
Building a Measurement Map 104
Defining the Data 106
Summary 107
Case Study: Showing Learning’s Alignment with the
Business: VW Credit, Inc. 109
Chapter 7 Improving on the Basics 115
The Basics 116
Improving Level 1 118
Improving Level 2 124
Improving the Analysis 130
Summary 137
Notes 137
Case Study: Leadership Program at a Fortune 500 Financial Company 139
Chapter 8 Hard Evidence Using Advanced Analytics 145
The Quest for Isolated Impact 146
Causation: What Really Drives Performance? 149
Isolating the Impact: Improving Levels 4 and 5 150
A Gentle Guide to the Statistics of Causation 152
Statistical Modeling and Significance 154
Isolation and the Analytics Continuum 155
Summary 156
Note 157
Case Study: Achieving Business Impact at a Major Utility Company 158
Case Study: Hard Evidence Using Advanced Analytics: Valuing Training at Defense Acquisition University 164
Chapter 9 Optimization through Predictive Analytics 169
Predictive Analytics 170
How to Optimize Investments 171
Getting the Data for Optimization 174
Predictive Analytics—A Learning Game Changer 175
Pioneers of Predictive Analytics in Human Resources 176
Conclusion 177
Notes 179
Case Study: Optimizing Performance Management: VF Corporation 180
Chapter 10 In Conclusion—Get Started 187
Note 189
Appendix A Talent Development Reporting Principles (TDRp): Managing Learning like a Business to Deliver
Greater Impact, Effectiveness, and Efficiency 191
Appendix B What It Takes 219
Appendix C Measurement Plan: Blueprints for Measurement 225
Appendix D Using Bloom’s Taxonomy 233
Appendix E Guidelines for Creating Multiple Choice Questions 237
Appendix F Getting Your Feet Wet in Data: Preparing and Cleaning the Data Set 241
Appendix G How Many Participants Do You Need in a Study? 255
Glossary 259
About the Authors 273
Index 275
About the Author :
GENE PEASE is the founder and CEO of Vestrics (a Capital Analytics Company), the leading provider of workforce optimization software and consulting services. The firm has been recognized with awards from Bersin and Associates, CLO Magazine, CIO Review Magazine, Gartner, and the ROI Institute.
BONNIE BERESFORD, PHD, is the Director of Performance Strategy and Design at AMCI Global. While Vice President at Capital Analytics, Beresford’s work has earned her clients three CLO Magazine - Business Impact awards.
LEW WALKER, SPHR, is the Vice President of Human Resources at AT&T. He serves on the Editorial Board of CLO Magazine and is a frequent conference speaker.
