ATD ICE 2016 Denver workshop on talent planning, measurement, evaluation and analytics using HCM strategy map and scorecard

1. Talent Strategy Mapping for
Development Planning, Measurement,
Evaluation and Analytics
Jon Ingham, Executive Consultant, Strategic Dynamics
@ joningham #atd2016

2. • Strategic talent management
consultant
• UK based but working globally
• Blogger at ‘Strategic HCM’
• Author of ‘Strategic Human
Capital Management: Creating
Value through People’
• Contributor (on Reward) to
ATD’s new ‘Talent Management
Handbook’
Jon Ingham

3. 1. Input on planning and measurement
2. Workshop practice in strategy mapping / scorecarding
3. Short additional inputs on other forms of planning, plus
evaluation and analytics
Agenda

4. My First Law of Talent Strategy
Measurement
• The more important something in HR is, the harder
it is to measure
• Less important, easier it is too
• Consequence is we over-measure things nobody
cares about and ignore the things that make the
difference to business performance

5. Personnel
Human
Resources
Talent
Management
© Strategic Dynamics, 2016
Create
value
Add
value
Value for
money
• Driving and accelerating business strategy
• Creating opportunity for the future
• Maximizing the potential of people
• Taking advantage of exceptional
opportunities
• Producing truly wonderful solutions
• Focussing HR/OD on business
strategy
• Creating capability to perform now
• Ensuring effectiveness and
alignment
• Administering HR operations
• Ensuring efficiency eg
through outsourcing
Talent Value Triangle

6. My Second Law
• HR measurement isn’t hard
• When we’re struggling to identify measures for
something it generally means we’re not clear
enough about what we’re trying to do
• When we’re clear, identifying measures becomes
easier too – especially if we accept qualitative /
subjective measures (remembering the first law)

7. • Balanced Scorecard of 4 buckets / perspectives
• Measures for Learning & Growth (Talent),
Operations, Customer, Financial
• Benefit is BALANCE
• A flow through the 4 perspectives
• Provides lead and and lag measures
• Benefit is FLOW
• Business Strategy Map
• Objectives for the 4 perspectives
• Now a planning vs measurement tool
• Benefit is LINKING measures to objectives
Balanced Business Scorecard /
Business Strategy Map
Source: Kaplan and Norton

8. Learning & Growth
Business
process
Customer Financial
Input Activity Outcome Business impact
Talent value chain Business value chain
Business
strategymap
Talent
Strategymap
We need our own 4 Perspectives (or we don’t have
Balance or Flow)
Talent Value Chain
© Strategic Dynamics, 2016

9. Input
ImpactActivity
Outcome
Talent Management / Development
Scorecard

10. Nature of Activities
Quantity:
• # achieved (trained, recruited
reviewed etc)
• % new vs old process
• # requests for service or
support
• # client projects
• # calls serviced
Quality:
• % achievement of outcomes
eg capability or engagement
• Cycle time to reach full
outcomes
• Accuracy / error rates
• Peer feedback
• Employee opinion survey
• Client satisfaction survey
• # client complaints
Time:
• Responsiveness
• Completion time of project
• On-time delivery
Cost:
• Adherence to budget
• Cost reductions
• % savings

11. Nature of Outcomes
Human capital – value of:
• Individual abilities eg
quality of leadership
• Engagement
• Health & wellness
• Diversity across the
workforce
Organization capital – value of:
• Processes
• Structures
• Cultural artifacts
Social capital – value of:
• Connections
• Relationships
• Conversations

12. Creating
value
Adding
value
Value for
money
Input Activity Outcome Impact
Combining the Value Chain and
Value Triangle
©
Strategic
Dynamics,
2016

13. Creating
value
Adding
value
Value for
money
Input Activity Outcome Impact
VfM
primary
focus
AV
primary
focus
CV
primary
focus
Completing the Value Matrix
© Strategic Dynamics, 2016

14. Client Example

15. Client Example

16. • Case study organization
• Groups working on strategy map objectives
– Creating value
– Adding value
– Value for money
• Followed by groups working on scorecard measures
– Inputs
– Activities
– Outcomes
Workshop Practice

17. • Creating value
– Making HR more innovative and strategic
• Adding value
– Moving HR closer to the business
• Value for money
- Increasing efficiency, cost reduction,
legal and regulatory requirements
Group Work (Part 1 - Objectives)

18. • Outcomes
- Human, organization and social capital
• Activities
– Processes execution and improvement
• Inputs / investments
– Budgets, time, HR function effectiveness
Group Work (Part 2 - Measures)

19. Creating
value
Adding
value
Value for
money
Input Activity Outcome Impact
6. VfM
primary
focus
1. AV
primary
focus
2. CV
primary
focus
Other Forms of Planning
© Strategic Dynamics, 2016
3. Talent
planning
4.
Workforce
planning
5. Success
-ion
planning
7. HR
process
planning
8. HR
function
planning
Don’t have 8 different planning processes, but all of
these should probably be incorporated & integrated:

20. Back to Measurement & Evaluation:
My Third Law / Suggestion
• HR analytics is also a lot easier than is often made
out to be – and you don’t need to wait 10 years to
get perfect technology and data
• The main need is clarity about what’s important and
what you’re going to focus on measuring (and then
cleaning at least this data)
• You already have this clarity through the talent
strategy map

21. Input Activity Outcome Business impact
Descrip(ve
Analy(cs
Predic(ve
Analy(cs
Causal Analytics and the
Talent Value Chain
© Strategic Dynamics, 2016

22. Connect With Me:
info@joningham.com
www.joningham.com / www.joningham.com/advice
http://strategic-hcm.blogspot.co.uk/search/label/HR
%20measurement
linkedin.com/in/joningham
twitter.com/joningham
+44 7904 185134