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Developing Human Capital: Using Analytics to Plan and Optimize Your Learning and Development Investments



Developing Human Capital: Using Analytics to Plan and Optimize Your Learning and Development Investments

Gene Pease, Barbara Beresford, Lew Walker

ISBN: 978-1-118-91098-6 June 2014 320 Pages


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.

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