approach to extend tdrp to all talent development processes

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Approach to Extend TDRp to All Talent Development Processes

by: Dave Vance President Manage Learning LLC

Peggy Parskey Strategic Measurement Consultant KnowledgeAdvisors

Revised - May 22, 2012

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Phase 3 Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Recommendation 1: Report on 14 Human Capital Processes with a Focus on the Six Key Processes . . . . . . . . . . 5

Recommendation 2: Employ the Same Organization of Data, Statements, and Reports Used in Phase 2 . . . . . . 18

Appendix: Processes & Sub-Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Approval of Phase 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

FiguresFigure 1: Talent Process Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Figure 2: Key Outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Figure 3: Key Talent Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Figure 4: Supporting Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Figure 5: Six Key Talent Processes & Eight Supporting Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Figure 6: Leadership Development Process Relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Figure 7: Talent Acquisition Process Relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Figure 8: Workforce Planning Process Relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Figure 9: Potential Process Drivers for Talent Outcomes and Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Figure 10: Potential Process Drivers for Key Talent Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Figure 11: Holistic Executive Reporting Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Figure 12: Talent Outcome Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Figure 13: Executive Summary Report for Talent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Table of Contents

TDRp Phase 3 Approach

www.TDRprinciples.org


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| Page 2www.TDRprinciples.org


Revised - May 22, 2012TDRP Logo and Color Scheme

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Leading practitioners and thought leaders in talent development are working to-

gether to implement reporting standards for talent development . The inspiration

for this work is the set of Generally Accepted Accounting Principles (GAAP),

which have provided accountants with standard definitions and statements (like

the income statement and balance sheet) since 1939 . Like the accounting profes-

sion, talent development should have its own reporting principles, standards,

and consistently defined measures to provide structured guidance to practitio-

ners and to allow for meaningful comparisons among organizations . We have

named these evolving standards the Talent Development Reporting principles

(TDRp) .

Kent Barnett, CEO, Chairman and founder of Knowledge Advisors, and Tamar

Elkeles, VP of Learning and Organization Development at Qualcomm, launched

this effort in the fall of 2010 . The work will be completed in phases with the first

two phases focused on learning and development . Kent and Tamar established

an executive council comprised of leading learning practitioners and recruited

the author to help with the effort . They also established an advisory group of

thought leaders in the field including:

• Jac Fitz-enz (CEO, Human Capital Source)

• Rob Brinkerhoff (Professor Emeritus, Western Michigan University)

• Jack Phillips (Chairman, ROI Institute)

• Josh Bersin (CEO and President, Bersin & Associates)

• Frank Anderson (President, Strategic Public Sector Solutions, LLC)

• Laurie Bassi (CEO, McBassi & Company)

• Dave Vance (President, Manage Learning LLC, and formerly President,

Caterpillar University)

ASTD and several leading accounting firms have since endorsed the work

as well .

The team’s recommendations, approved by the executive council in March 2011,

include the following:

1 . Adopt a set of eight guiding principles

2 . Adopt standard measures and definitions

3 . Adopt three foundational statements

4 . Adopt three executive reports

Introduction




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The three foundational statements will be our industry’s equivalent of the

income statement, balance sheet, and cash flow statement . The recommended

statements are the outcome statement, the effectiveness statement, and the

efficiency statement . Similar to the three accounting statements, each TDRp

statement has a standard and defined format, while allowing flexibility in the

elements or measures depending on the industry and organization circumstances .

Moreover,the formal, written definitions of TDRp measures should drive consis-

tency in use and calculation by all organizations . This consistency in reporting

and definitions will not only provide much needed guidance but will also enable

more robust benchmarking across companies .

The three executive reports are highly customizable (each organization chooses

which measures to include) and are intended form managing the talent function

to deliver the planned results . The recommended reports are the summary report,

program or initiatives reports, and the operations report . Although the chosen

measures will differ by organization, there are common recommended elements

for each of these reports .

Phase 2 concluded in January 2012 with TDRp fully defined for L&D . Con-

current with the conclusion of Phase 2, Phase 3 was launched with the goal of

agreeing on an approach to expand the TDRp work of the first two phases to the

rest of talent development . Since the scope in Phase 3 is significantly broader

than for the first two phases, the executive council and group of industry experts

has been reconstituted . The new executive council, comprised of leading practi-

tioners, includes:

• Carrie Beckstrom (VP of Learning and Performance, ADP) as chair

• Cedric Coco (SVP of Learning and Organizational Effectiveness, Lowe’s)

• Kevin Jones (Director of Global Human Capital, PWC)

• Karen Kocher (CLO, CIGNA)

• David Kuhl (SVP of Global Talent Management & CLO, First Data)

• Claudia Rodriguez (VP and Head of Motorola Solutions Learning,

Motorola Solutions)

• Sandy Shaw (VP of Talent Development, Sodexo)

• David Sylvester (Director of Leadership Development & Talent Management,

Booz Allen Hamilton)

• Lou Tedrick (SVP of Workforce Development, Verizon Wireless)

• Sandra Dillon (Director, HR Alignment, Global People Team, Ernst & Young)

• Robert Cabanelas (Head of Talent Management, Motorola Solutions)

Phase 3 was launched

with the goal of

agreeing on an

approach to expand

the TDRp work of

the first two phases

to the rest of talent

development.


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The new advisory group of thought leaders include:

• Laurie Bassi (CEO, McBassi & Company)

• Jac Fitz-enz (CEO, Human Capital Source)

• Josh Bersin (CEO and President, Bersin & Associates)

• Frank Anderson (President, Strategic Public Sector Solutions, LLC)

• Kevin Oakes (CEO, i4cp)

• Dave Vance (President, Manage Learning LLC, and formerly President,

Caterpillar University)

• Kent Barnett (CEO of KnowledgeAdvisors)

• Peggy Parskey (Strategic Measurement Consultant, KnowledgeAdvisors)

This Phase 3 document presents the approved approach to apply the exist-

ing TDRp framework to the rest of talent development. It also provides

the process and background leading to the recommended approach. The

document was originally approved in March with revisions ratified in

April. Phases 4 and 5 will employ this approach to categorize measures and

generate statements and reports for the other key and supporting talent

processes.

General Recommendation

The goal was to apply the principles already developed to the other talent de-

velopment processes . The intent was to maintain a common, consistent, simple

approach so that the final set of principles can be easily understood and broadly

applied . Two specific recommendations were approved in Phase 3:

1 . Report on six key talent processes (e .g ., Leadership Development and Per-

formance Management) and eight supporting processes (e .g ., Talent Strategy

& Alignment, Metrics & Analytics, Workforce Planning, and HR Services),

grouping the various talent development measures into outcome, effective-

ness, and efficiency categories . It is understood that some organizations may

group them differently or call them by other names . Executive reporting

should fit the needs of the organization . The measures themselves, however,

should be consistently defined and high-level reports should contain certain

common elements .

2 . Employ the same organization of data and types of statements (outcome, ef-

fectiveness, and efficiency) and the same types of reports (summary, programs

or initiatives, and operations) that were used in the first two phases for L&D .

Our next steps, Phases 4 and 5, are to 1) create additional sample statements and

reports, 2) organize talent measures for outcomes, effectiveness, and efficiency

by process, and 3) provide definitions for these measures . Our goal is to com-

Phase 3 Approach




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plete a first draft for Phase 4 by October 2012, which will focus on key processes

and talent outcomes . Phase 5 will focus on the supporting processes and will

begin in 2013 . We will leverage others’ work whenever possible, including the

work underway by SHRM to define measures . Most importantly, we will con-

tinue to value progress over perfection . We realize talent development processes

are very complex and inter-related with many hundreds of potential measures .

We will strive to be practical, to focus on many hundreds of potential measures .

We will strive to be practical, to focus on the greatest need, and to generate the

simplest and most consistent guidance possible .

Report on 14 Human Capital Processes with a Focus on the Six Key Processes

A literature review by John Mattox of KnowledgeAdvisors on human capital

models and processes identified numerous candiates for inclusion in our frame-

work beyond L&D . John identified the following general candidates for consid-

eration, which served as our starting point:

Human Capital Process Bersin?

CommunicationsCompensation & Benefits YCompetency Management YDeployment / Planning / Mobility (Workforce Planning) YEngagementHR Services, Technology, Centers of ExcellentL&D YLeadership and Leadership Development YPerformance Management (goal setting, evaluations, performance coaching) YRecruiting YRetentionTalent Strategy Y

His research shows that APQC employs all of these, but most practitioners use a

subset and many group several processes together resulting in a shorter list . Josh

Bersin, for example, uses ten processes in his very comprehensive framework

where eight are the same or similar to those denoted with a “Y” above plus Suc-

cession Management and Career Management . (Some organizations combine

Leadership Development with L&D, others with Succession Management . We

will define Leadership Development to include Succession Management .) In ad-

dition, Jac Fitz-enz suggested adding Human Capital Analytics, which Josh also

has as a supporting element in his framework along with Governance . Jac also

recommended adding Capability to Competency Management to indicate that the

focus is not just on current competency levels but on future employee capability .

Suggestions were also made to include Change Management and Organizational

Recommendation 1:

Numerous candidates

were identified as

potential talent

processes.


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Development as well as culture . We will revisit the list and refine the selection

after distinguishing between talent processes and talent outcomes .

As we worked with the above list, it became apparent that the “candidates” from

John’s research for processes or models are indeed very different . Some sup-

port high-level outcomes and some are better viewed as high-level outcomes

themselves . Some represent departments, while others do not . Some are perma-

nently staffed, while others are not . Some, like L&D, are driven by numerous

programs, initiatives, or other activities and might best be considered a process .

Others, like Engagement, are driven solely by other talent development process-

es (e .g ., L&D, Leadership Development, Talent Acquisition, etc .) and might best

be considered an outcome . They are still very important and we will report on

them, but we will treat them differently in our statements and reports .

A process typically would have a process owner, dedicated staff, and numer-

ous sub-processes or initiatives . Talent outcomes such as Engagement or Re-

tention may have an owner but often do not have dedicated staff or a named

group . (How many Engagement or Retention Departments are there?) More

importantly, human talent outcomes like Engagement or Retention usually are

not achieved through their own unique sub-processes or initiatives . A plan to in-

crease engagement scores would probably consist of plans to improve leadership

development, provide more learning, improve performance management, and/

or hire/promote better leaders . All of these activities are already encompassed in

other processes . Accordingly, we have a way to distinguish talent outcomes from

processes . A talent outcome will not have any (or only minor) unique initiatives

or sub-processes associated with it . Instead, it will be achieved through the other

human capital processes .

Consequently, we will treat Engagement and Retention as outcomes of human

capital processes . (In response to the group’s suggestion, we also added Culture

to Engagement since they are so closely related .) For example, high quality

Leadership Development, L&D, and Performance Management should contrib-

ute to higher Engagement and a more productive, positive Culture . Similarly, we

recommend that Leadership be an outcome where it means the quality of leader-

ship (separate from Leadership Development activities, which contribute to it) .

Likewise, we suggest listing Employee Performance (the outcome) separately

from Performance Management (the process) . Lastly, following the recom-

mendation of the group on March 5, we added a talent outcome for Diversity &

Inclusion .

(Note: You could view Engagement, Leadership, and Retention as intermediate

goals in support of higher-level organization goals like increasing profitability.

Likewise, you could view increasing market share or decreasing costs as inter-

Each process typically

has a process

owner, dedicated

staff, and numerous

subprocesses or

initiatives.


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mediate goals to increasing profitability. In Phases 1 and 2, we did not make

this distinction. If an organization included increasing sales or market share or

reducing costs or injuries as high-level goals, then we referred to them as high-

level goals. We will do the same here rather than adding another layer. If an

organization considers Engagement, Leadership, Retention or Employee Man-

agement to be a high-level goal, then so will we.)

Now, consider the nature of an outcome statement as we defined it in Phases 1

and 2 . The outcome statement is a place to collect all the key initiatives for a

process (like L&D), align the initiatives to organization goals, and capture the

expected impact of the initiatives on those goals . For L&D, the outcome state-

ment will contain many high-level organization goals like increasing sales or

reducing costs as well as the expected impact of L&D initiatives in achieving

those goals . Likewise, the outcome statement for Talent Acquisition (broader

than just Recruiting) would contain initiatives required to achieve organization

goals (like opening a new plant or expanding into developing markets) .

Many other talent processes, however, are more likely to support talent out-

comes than non-talent outcomes (e .g ., increasing sales by 10%) . Many organiza-

tions have specific high-level goals to improve Engagement, Leadership, and

Retention . In these cases, the L&D outcome statement will likely include goals

for Engagement, Leadership, and Retention, and its expected impact on achiev-

ing those goals, in addition to its expected impact on other goals like increas-

ing sales or reducing injuries . Likewise the outcome statements for Leadership

Development, Talent Acquisition, and the other processes are likely to include

goals and expected impacts on Leadership, Engagement, Retention, Perfor-

mance, and Diversity & Inclusion (on some or all) . Moreover, some processes

like Performance Management, for some organizations, may not directly con-

tribute to ANY organization outcomes like increasing sales . In these cases, their

outcome statement will consist solely of the human capital outcomes to which

they contribute .

To summarize, we recommend treating Engagement & Culture, Leadership, Re-

tention, Performance, and Diversity & Inclusion as talent outcomes rather than

as talent processes, which is consistent with Josh Bersin’s approach . These rep-

resent talent-related organizational outcomes . While not every organization may

have a high-level goal for each of these outcomes, many will have a goal for at

least several of them, along with goals for numerous non-talent outcomes like

sales, cost, productivity, customer satisfaction, safety, etc . Both sets of outcomes

(talent and non-talent) are included in the Outcomes box depicted at the top of

Figure 1 and further described in Figure 2 . (Note: Some organizations may have

additional talent outcomes like talent acquisition .)




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Outcomes*

Sales Cost Productivity Customer Satisfaction Safety

Leadership Quality

Engagement & Culture

Employee Performance

Diversity & Inclusion Retention

Outcomes

Key Talent ProcessesThese talent processes have a direct impact on organizational outcomes.

Supporting ProcessesThese talent processes enable the key talent processes to achieve the desired outcomes efficiently and effectively.

Outcomes

Key Talent ProcessesThese talent processes have a direct impact on organizational out-comes.


*Outcomes in the first row are examples of non-talent outcomes. Outcomes in the second row are talent outcomes.

Figure 1: Talent Process Framework

Figure 2: Key Outcomes




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Outcomes are achieve through Key Talent Processes, which are defined as those

talent processes with a direct impact on the organizational outcomes . We recom-

mend six Key Talent Processes:

• Talent Acquisition • Leadership Development

• Learning & Development • Performance Management

• Capability Management • Total Rewards

These are shown in Figure 3 and are further defined by their sub-processes and

sample outputs in the appendix . A Key Talent Process typically exists as a named

group or function within the organization such as the “L&D Department .”

Key Talent Processes

Talent Acquisition

Learning & Development

Performance Management

Leadership Development

Capability Management

Total Rewards

Outcomes



Focus on efficiency and effectiveness of these processes

Next, we recommend including eight talent processes as supporting Processes .

These processes enable the Key Talent Processes to achieve the desired out-

comes effectively and efficiently . The eight Supporting Processes include the

following:

• Talent Strategy • Metrics & Analytics

• HR Services • Organizational Development

• Communications • Talent Infrastructure

• Change Management • Workforce Planning

These are shown in Figure 4 and are further defined by their sub-processes and

sample outputs in the appendix .

A Key Talent Process

directly impacts

outcomes and typically

exists as a named

group or function

within the organization.

We recommend

reporting six Key

Talent Processes.

Supporting processes

allow the Key

Talent Processes to

achieve the desired

outcome effectively

and efficiently. We

recommend eight

Supporting Processes.


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Figure 3: Key Talent Outcomes




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In summary, we recommend a total of 14 talent processes (six key, eight sup-

porting processes) to begin our Phase 4 work of assigning effectiveness and ef-

ficiency measures to talent processes . As our work progresses, we may find that

several can be combined, but we prefer to start with these 14 which encompass

all the recommendations made by the group .

Figure 5 shows all 14 processes as well as the outcomes which may be achieved

in part or in total through the various talent processes .

(Note: Just a few potential non-talent outcomes are shown. Each organization

will have its own set of desired outcomes including a mix of talent and non-

talent outcomes.)

Supporting Processes

Talent Strategy Metrics & AnalyticsHR Services Talent Infrastructure Change Management

Workforce Planning Organizational Development Communications

Outcomes



These processes support the key talent processes and enable them to achieve the desired outcomes.We recommend 14

talent processes to

group effectiveness

and efficiency

measures in Phase 4.


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Figure 4: Supporting Processes




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Outcomes


Leadership Quality





Talent Acquisition





Total Rewards


Talent Strategy Metrics & Analytics

HR Services Talent Infrastructure

Change Management


Many of the key processes will contribute to the achievement of multiple out-

comes (for example, L&D may contribute to achieving the desired sales, cost,

safety, leadership, and engagement outcomes) . Some might say that some of

these outcomes themselves contribute to the achievement of other outcomes

(Leadership contributes to Engagement, Engagement and Leadership contribute

to Retention, Safety contributes to Cost, etc .) . Likewise, the supporting process-

es contribute to multiple key processes . So, not surprisingly, we have complex

interactions among many of these outcomes and processes .

As an example of these complex relationships, Figure 6 provides more detail

Figure 5: Six Key Talent Processes & Eight Supporting Processes




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for the primary process of Leadership Development showing the other processes

that contribute to it as well as the outcomes and other processes it supports .

Figure 7 shows similar detail for Talent Acquisition, and Figure 8 shows detail

for the supporting process of Workforce Planning . (The interrelations are not

intended to be a comprehensive list . We will add, substract, and refine as we

proceed .

Figure 6: Leadership Development Process Relationships

Outcomes


Leadership Quality





Talent Acquisition





Total Rewards




Change Management


KeyInfluences outcomes

Influenced by a process

Influences a process

Some Key Talent

Processes will

contribute to multiple

outcomes.


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Figure 7: Talent Acquisition Process Relationships

Outcomes


Leadership Quality





Talent Acquisition





Total Rewards


Talent Strategy

Metrics & Analytics


Change Management





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Figure 8: Workforce Planning Process Relationships

Outcomes


Leadership Quality





Talent Acquisition





Total Rewards




Change Management



will contribute to

multiple Key Talent

Processes.


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Figure 9 provides list of potential key process drivers for the five human talent

outcomes . A similar list of process drivers could be constructed for other orga-

nizational outcomes like sales or cost, but the list typically is much more depen-

dent on the particular organization where as it is easier to generalize about the

drivers of talent outcomes .

Figure 9: Potential Process Drivers for Talent Outcomes and Processes

Leadership Engagement & Culture Performance

• Leadership Development

• L&D• Talent Acquisition


• L&D• Talent Acquisition• Performance

Management• Total Rewards• Capability Management

• Leadership Development• L&D• Talent Acquisition• Performance

Management• Total Rewards

Retention Diversity & Inclusion


• L&D• Talent Acquisition• Performance

Management• Total Rewards• Capability Management


• L&D• Talent Acquisition• Total Rewards• Capability Management

Figure 10 below depicts the six Key Talent Processes and the potential process

drivers for each .

Figure 10: Potential Process Drivers for Key Talent Processes

Leadership Development L&D Talent Acquisition

• Capability Management• L&D• Talent Acquisition

• Capability Manage-ment

• Talent Acquisition• Change

Management

• Capability Management• L&D• Leadership Development• Workforce Planning

Performance Management Total Rewards Capability Management

• Capability Management• L&D• Leadership Management• Communication

• Performance Management

• Talent Acquisition• Communication• Workforce Planning

• Talent Acquisition• Workforce Planning




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Employ the Same Organization of Data, Statements, and Reports Used in Phase 2

We recommend employing the same organization of data and types of statements

(outcomes, effectiveness, and efficiency) and the same types of reports (summa-

ry, programs or initiatives, and operations) that were used in the first two phases

for L&D . Figure 11 shows conceptually how the measures feed into the three

statements, which in turn provide the data for the three management reports .

Figure 11: Executive Reporting Process

Recommendation 2:

Senior Executives Talent Development Executives

Extract, convert and calculate Standard Measures

Talent Development Summary Report

QUARTERLY MONTHLY

Talent Development Operations Report (6)MONTHLY

EXECUTIVE REPORTS

Outcome Statement

Efficiency Statement

(5)

EffectivenessStatement

(5)

FinancialSystems

TalentAcquisition

* Data Sets can be organized by processes and/or efficiency, effectiveness and outcomes.

LeadershipDevelopment

Learning &Development

CapabilityManagement

PerformanceManagement

TotalRewards

Outcomes Effectiveness Efficiency

Non-Financial,Non-TDR Systems

Evaluation EOS Systems

Others: HRS, LMS, CRM, ERP

DATA SETS*

DATA SOURCES

GU

ID

IN

G

PR

IN

CI

PL

ES

STATEMENTS

Talent Development Program Report (6)

Talent Development Processes




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However, since we now have multiple talent development processes, it is antici-

pated that for some complex organizations there may be statements and reports

generated for each process as well as at the SVP of HR level and the CEO level .

Other organizations may simplify their reporting . Regardless of how many

statements, reports, or measures are generated, the key is to remember our goal:

provide a simple, consistent process with the appropriate measures to drive the

right decisions .

The three statements (outcome, effectiveness, and efficiency) may be generated

for each process, just as they were for L&D . Alternatively, outcome measures

might be grouped into one statement for talent development . (Organizations ear-

ly in their reporting journey might also generate a single statement for effective-

ness and a single statement for efficiency with each containing the key measures

across talent development .) In addition, the SVP of HR will typically be inter-

ested in an outcome statement showing the most important outcome measures

for Key Talent Processes, an effectiveness statement showing key effectiveness

measures for select Key Talent Processes, and an efficiency statement showing

key efficiency measures for select Key Talent Processes .

If we treat Engagement, Leadership, Employee Performance, Retention, and

Diversity & Inclusion as talent outcomes rather than processes, then we would

not have the same type of TDRp outcome statements for them as we have for the

processes . (Note: The talent outcomes will appear as outcomes in TDRp process

outcome statements and in the talent summary report . For example, an enterprise

talent summary report would include not just the impact of talent initiatives on

goals like increasing sales and reducing costs, but also on the goals of increasing

engagement and improving leadership .) We recommend a second type of out-

come statement or report for the SVP of HR and the stakeholders of the outcome

(if they exist), which pulls together all the key process initiatives in support of

each talent outcome . Depending on the number of initiatives, this statement

might include initiatives for all five talent outcomes or a unique statement could

be generated for each outcome . Figure 12 provides an example of what such

statement might look like for four outcomes . (Diversity & Inclusion could also

be added)

The three statements

(outcome,

effectiveness, and

efficiency) may be

generated for each

process, just as they

were for L&D.

Alternatively, outcome

measures might be

grouped into one

statement for talent

development.


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Figure 12: Talent Outcome Statement


www.TDRprinciples.org | Page: 17

2011 2012 2012

Actual Plan YTD Actual

Engagement

Organization Goal: Increase EOS Score (1) points 0.20 4.00 2.50

Impact of Talent Development Initiatives

L&D points NA 1.50 1.00

Leadership Development points NA 1.00 0.50

Performance Mgt points NA 0.50 0.25

Economy, Other factors points NA 1.00 0.75

Leadership

Organization Goal: Increase EOS Score(1) points 1.50 4.00 2.00

Impact of Talent Development Initiatives

Leadership Development points 1.00 3.00 1.50

Talent Acquistion points 0.50 1.00 0.50

Retention

Organization Goal: Increase in Retention points -2.00 3.00 3.00

Impact of Talent Development Initiatives points 3.00 5.00 3.00

L&D H/M/L NA High High

Leadership Development H/M/L NA Low Low

Performance Mgt H/M/L NA Low Low

Economy, Other factors points -5.00 -2.00 0.00


Organization Goal: Increase in Manager Survey Score points -2.00 4.00 3.00

Impact of Talent Development Initiatives H/M/L NA Medium Medium

Performance Mgt H/M/L NA High High

Leadership Development H/M/L NA Medium Medium

L&D H/M/L NA Low Low

Note: (1) EOS is semi-annual Employee Opinion Survey

Figure 12: Talent Outcome Statement




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The Talent Outcome Statement in Figure 12 is a special statement that shows the

expected relative impact of key talent initiatives on talent outcomes . The state-

ment may also include the expected impact of non-talent related factors like the

economy or a merger on talent outcomes . The impact forecasts and estimated

actuals are best guesses meant to highlight the relative importance of the differ-

ent initiatives and provoke discussion about reasonable impacts of each pro-

cess . For example, is it reasonable for the outcome of leadership to believe that

leadership development will be significantly more impactful for the year than

talent acquisition? Are there other key factors to be considered? For retention,

can the planned talent initiatives offset the expected impact of a much stronger

economy, which is likely to cause the loss of employees to other companies?

This is not an academic exercise for SVPs of HR whose performance will be

judged on whether the planned increases in talent outcomes are delivered . The

goal is to provoke a good discussion, make sure all factors are considered,

consider the relative impact of each factor, and be reasonably right so that

the goal can be achieved. Figure 12 illustrates a purely quantitative approach

for engagement and leadership, but a more qualitative approach for retention and

performance . Each organization needs to find an approach that works for them .

The Talent Outcome Statement contributes to the Talent Summary Report in

Figure 13 .

It is anticipated that the primary talent outcomes would not have effectiveness

or efficiency statements since these are intended for processes . If we discover a

need for some type of effectiveness or efficiency statement for the talent out-

comes as we proceed, we will make that recommendation .

Summary reports, program or initiative reports, and operations reports may also

be generated for each process like L&D, leadership development, performance

management, etc . Alternatively, an organization might generate just one sum-

mary report, one program report, and one operations report focusing on the key

measures across all talent management processes . If an organization generates

reports for numerous processes, there typically will be a high-level summary

report for the SVP of HR showing the impact of talent development on key orga-

nization goals as well as other key measures from each process . Finally, a very

high-level summary report should be generated for the CEO and other non-HR

senior leaders, which contains the most important talent development measures

and will not necessarily include measures from each process . Figure 13 provides

an example of a Talent Summary Report for the CEO, which is in the same for-

mat as an L&D Summary Report .

The Talent Outcome

Statement is a special

statement showing the

expected impact of


on talent outcomes.

Summary reports,

program or initiative

reports, and operations

reports may also be

generated for each

talent process.


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45 C / 80 YR 151 / G 203 / B 100

55 M / 90 YR 246 / G 139 / B 51

100 YR 252 / G 239 / B 71

Figure 13: Executive Summary Report for Talent



2011

Impact Actual Plan Jun YTD % Plan Forecast

Top Priority Organization Goals and Talent Initiatives

Marketing: Increase Sales

Corporate goal or actual % 2% 20% 15% 20%

Impact of L&D % NA 8% 6% 8%

Total participants Number 386 400 300 75% 450

Impact of Talent Acquisition % NA 4% 2% 4%

Total new hires in Marketing Number 386 40 20 50% 40

Safety: Reduction in Injuries

Corporate goal or actual % 2% 30% 15% 30%

Impact of L&D % NA 21% 10% 21%

Total participants Number 386 5,000 2,897 58% 5,000

Engagement: Increase in Engagement Score

Corporate goal or actual points .2 pts 4 pts 2.5 pts 60% 4 pts

Impact of L&D points NA 1.5 pts 1 pt 100% 1.5 pts

Total participants Number 24,589 35,000 18,587 53% 35,000

Impact of Leadership Development (see below for detail) points NA 1 pt .5 pt 50% 1 pt

Impact of Performance Mgt points NA .5 pt .3 pt 50% .5 pt

Leadership: Increase Leadership Score

Corporate goal or actual points 1.5 pts 4 pts 2 pts 60% 4 pts

Impact of Leadership Development points 1 pt 3 pts 1.5 pts 33% 3 pts

Total program participants Number 546 1,500 845 56% 1,500

Leaders moved Number 89 200 95 48% 200

Impact of Talent Acquisition points .5 pt 1 pt .5 pt 50% 1 pt

New leaders hired Number 34 100 62 62% 100

Effectiveness

Participant feedback for L&D, Ldrship Dev % favorable 75% 85% 81% 83%

New hire feedback % favorable 68% 90% 78% 85%

Sponsor feedback % favorable 75% 80% 77% 78%

Application rate for L&D % who applied it 61% 75% 78% 79%

Efficiency

% of employees reached by L&D % 82% 95% 88% 94%

% of ee's with development plan % 67% 90% 87% 88%

Reduction in cost per hire % 1% 10% 12% 12%

% of leaders developed % 32% 50% 55% 55%

Human Capital Investment

Talent Development Expenditure Million $ $101.2 $115.0 $54.5 47% $114.0

Cost Reduction (internal to Talent Development) Million $ $1.1 $3.0 $1.3 $0.4 $3.0

For 2012

Figure 13: Executive Summary Report for Talent




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The report shows the impact of key talent initiatives on the four highest-priority

organization goals as well as some key effectiveness and efficiency measures .

Just as with L&D in the first two phases, the planned impacts of the talent initia-

tives must come from discussions with the sponsors of goals like increasing sales

and reducing injuries . For talent outcomes like Engagement and Leadership,

the SVP of HR is likely to be the sponsor so the discussions will be internal to

HR (if all the process owners report to the SVP of HR) . In any case, the planned

impacts are best guesses and serve to provoke a discussion about the relative

contribution of each process’s initiatives and the feasible impact each may have

on the goal . For example, is L&D likely to have twice the impact of talent ac-

quisition on increasing sales? Can the initiatives for L&D and talent acquisition

really contribute 60% of the planned 20% increase in sales (in other words, can

they lead to a 12% increase in sales?) If not, reduce their expected impact to a

more reasonable number .

Again, the recommendation is to use the same approach outlined in Phases 1 and

2, but allow for the likelihood of statements and reports at the SVP of HR level,

which summarize key measures from all the talent development processes . It

is anticipated that organizations will focus their reporting on the most impor-

tant processes and initiatives, and especially in the early stages of deployment,

may have just one outcome statement (instead of one for each process) which

captures the key organization goals and the impact of key talent development

processes on achieving those goals .

In summary, we recommend using the same structure for statements and reports

employed in Phases 1 and 2 for the other talent development processes . We also

recommend distinguishing talent outcomes from processes and the key talent

processes from the enablers and supporting talent processes .

Our next steps are to 1) create additional sample statements and reports, 2) orga-

nize talent measures for effectiveness and efficiency by process, and 3) provide

definitions for these measures . Our goal is complete a first draft by October

2012 . We will leverage others’ work whenever possible, including the work

underway by SHRM to define measures . Most importantly, we will continue to

value progress over perfection . We realize talent development processes are very

complex and inter-related with many hundreds of potential measures . We will

strive to be practical, to focus on the greatest need, and to generate the simplest

and most consistent guidance possible .

The Talent

Summary Report

highlights the most

important outcome,

effectiveness, and

efficiency measures

for talent.

We will continue to

value progress over

perfection. We will

strive to be practical,

to focus on the

greatest need, and to

generate the simplest

and most consistent

guidance possible.


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Conclusion




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Processes & Sub-Processes(B) indicates that the Process or Sub-processes are in the Bersin Framework

Process Sub-Processes Sample Outputs

Primary Talent Processes

Talent Acquisition (B)

• Recruiting (B)• Assessment (B)• Selection (B)• Onboarding (B)

• Candidate pools (B)

Learning & Development (B)

• Needs analysis• Performance consulting• Solution design, development

& delivery• Knowledge management (B)

• Stakeholderneedsdefinition• Learning portfolio• Performance support tools


• Skills Assessment & Transferability (B)• Career planning & development (B)• Competency model development and

maintenance• Talent reviews• Talent pool management• Succession management for lowerlevel

leaders and all others

• Jobprofiles(B)• Role-based competencies (B)• Expected behaviors (B)• Coaching & mentoring programs• Talent mobility plan

Leadership Development (B)(Including succes-sion management for key leadership positions)

• Assessment & evaluation (B)• Executive education (B)• Solution design, development &

delivery of Leadership courses• Succession Management (B) - Assessment & calibration (B) -HiPoidentification(B) - Talent reviews (B) - Talent pool management (B) - Bench strength assessment

• Leadership curriculum• Job rotation program•Talentprofiles• Leadership bench

Performance Management (B)

• Goal alignment and goal setting (B)• Recognition processes/programs• Skills Gap Analysis (B)• Development Planning• Performance evaluation &

calibration (B)

• Organization goals• Recognition program• Performance plans• Coaching & development plans

Total Rewards • Rewards• Compensation modeling (B)•Benefitplanning

• Rewards program• Performance-based compensation

systems


HR Services (B) • Payroll administration• Employee relationships• Employee health and safety

• Employee policies (e.g., safety, ADA)

Communications • Communications planning • Communication plans & programs

Appendix




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Continued...

Process Sub-Processes Sample Outputs

Change Management

• Change Management planning• Change Management skills

development planning

• Change management plans & programs

Organization Development (OD)

• OD planning• OD skills development planning

• OD plans & programs

Talent Infrastructure • Process design & mapping (B)• Talent systems requirements• Talent systems implementation &

maintenance

• Talent systems

Workforce Planning • Enterprise skills gap assessment (B)•Criticalrolesidentification(B)• Critical talent assessment (B)• Talent forecasting (B)• Diversity & inclusion planning (B)• Scenario Planning (B)

• Enterprise skills priorities• Talent segmentation (B)•Criticalrolesdefinition• Talent forecast Diversity &

inclusion plans

Talent Strategy & Alignment (B)

• Alignment and strategic goal setting• Talent Planning Process & Solution

Design (B)

• Engagement strategy (B)• Integration strategy (B)• Talent systems strategy (B)• Change management strategy (B)• Measurement strategy (B)

Metrics & Analytics (B)

• Goal setting• Data collection• Analysis• Reporting

• Talent goals• Talent reports




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Approval of Phase 3



Approval of Phase 3 Signatures: March 5, 2012

Carrie Beckstrom, Chair Kent Barnett, Co-Chair

Frank Anderson Laurie Bassi

Josh Bersin Rosa Colon-Kolacko

David Kuhl Margaret J. Parskey

Claudia Rodriquez Sandy Shaw

Lou Tedrick

Jac Fitz-enz Lisa Doyle

David Vance









Lou Tedrick


David Vance









Lou Tedrick


David Vance

Signatures: March 5, 2012

approach to extend tdrp to all talent development processes

Documents