This presentation outlined a case study in which HR (strategic business partner) proved its value in improving business results.

1. Tonkin’s 5th Annual
Learning and Development Conference
Measuring the success of L+D programs
for the boardroom
Tony Wiggins
Queensland Health
28 June 2012

2. My Contribution Today
… discuss the HR strategies used at the Queensland
Building Services Authority (BSA) and possibly your
organisation to influence boardroom decisions through
L+D initiatives

3. Key Points
• Examine current research about HR presence in the
boardroom
• Discuss the BSA case study that shows L+D supporting
boardroom decisions
• How the “Mars Bar” influenced the BSA boardroom /
executive management

4. Research
• Boards - comfortable with people who get the numbers.
• Perception - HR is short on this, and always has been.
• Survey < 1% UK's senior executives have HR expertise
• Hmmm, “So what?”
• Board members need to be great leaders. Leaders of
people, leaders of innovation, leaders of their industry.
Does this require HR expertise?
• HR role - tools and skills - successful with their people.
• HR leaders are finding other ways to interface.
• Korn Ferry Institute

5. HR has a long history of
being a support
department, rather than a
business player that can
provide a measurable ROI.

6. Getting to the Boardroom
• HR must be more than HR partners to get to the
boardroom
• HR must be players
• Coach
• Architect
• Designer
• Facilitator
• Leader

7. How can HR define success?
What are the issues
that can position HR in
the boardroom?
• Attract, retain and
motivate talent
• Change
management
• Innovation
• Leadership
• Strategic clarity

8. Elevating HR to the Boardroom

9. BSA - A Snapshot
• established 1992
• Queensland government statutory authority
• sets QLD home building construction standards
• coordinates completion of defective work
• provides support, education and advice on homes
• funded by builders fees
• 326 employees (2006)
• head office - Brisbane + 7 regional offices
• staff - building construction, insurance and legal
• learning + development function - head office

10. Integrated Systems Framework
Cross Functional
BSA Board Improvement Teams
Quality Quality Council
Executive
Quality Assurance
Business Certification
Approach
Team Approach
People
Learning and
Development
Customer
Customer Continuum
Value

11. L+D Framework - BSA style
Drives Business Results
HR Metrics
Leadership Relationship Organisational
Development Management Capability
Benchmarking and Research
Learning and Development Initiative
Smart State Workforce Strategy

12. The journey begins ...

13. Taking the first step ...
Theory
• Kirkpatrick Model (Levels 1-4) Outcome + Baseline Data
• Phillips and Stone (Level 5) • Outcome data - measure
behavioural and actual
• Baseline - data available
Evaluation Strategy
• Courses (L4 + L5) Factors/Indicators
• Period (6, 12, or 24 months) • Current market return on cash
invested with QTC
Isolating Factors Course Design
• +ve (6) workplace
• Involve stakeholders in course
culture, course content
design with external
• -ve (1) job performance facilitators

14. Take a reality check ...
• Set realistic targets - people and metrics
• Level 4 + 5 consume the most resources
• ROI reserved for impact business strategies
% Programs Evaluated
Levels of Evaluation Research
BSA Model
Model
Level 1 Reaction 100% 100%
Level 2 Learning 75-90% 75%
Kirkpatrick
Level 3 Application 40-70% 50%
Level 4 Impact 0-20% 20%
Phillips +
Level 5 ROI 0-20% 20%
Stone

15. Making Sense of the Data
• Biased free evaluation
design, collection and reporting
– UQ
• Solid ROI evidence > 24 months
• Link -
design, development, delivery
(70:20:10 Rule)
• ROI - Mediation Skills (QUT)
• L3 30-50% Learning Transfer
12 monthly refresher courses
• L4
• L5 ROI 750% = $1.89 million

16. BSA 2006/07
Operating Surplus $8.1 (Savings $1.9M )
x 2 modern homes
x 17 building inspectors/12 months
x 30 call centre staff/12 months

17. Success @ Time
National Recognition
Human Resource Magazine Awards
• Best Learning & Development Strategy 2004 + 2005
• Best HR Champion (CEO) 2005
• Best Change Management Strategy (Finalist) 2005
• AHRI QLD HR Award Finalist 2005
Organisational ROI Benefits
• Linked to performance management competencies
• Lifelong learning culture
• Leadership Development Pipeline

18. Critical Success Factors
• Small flexible agency - change ready
• Visionary General Manager – people as assets
• Board and Executive sponsorship
• HR business linked to business goals
• In-house HR expertise

20. HR Boardroom Touchpoints
Recruitment - Onboarding Leadership and Involve
Cultural Fit Culture Everyone
Recognition and Interesting and
Rewards Fun Workplace
Source: BCG Creating People Advantage 2008

21. Tony Wiggins
Team Leader-Special Projects
Chief Health Officer, Queensland Health
Email: tony_wiggins@health.qld.gov.au