This is the final day (half-day actually) of the KnowledgeAdvisors’ 7th Annual Analytics Symposium. The general sessions as well as breakouts yesterday and today continued to focus on ways companies are collecting data for better decision making. I’m pleased to see the focus of discussion move beyond the Kirkpatrick 4-levels of measurement (as in “Are you measuring levels 3 and 4?”), beyond Phillips’ level 5 ROI (as in “What was the ROI for that program?”), to collecting data to make better informed decisions and making analytics and fact-based decision making a integral element of strategy and competition. So, the questions are: what are your talent initiatives intended to accomplish; why are those outcomes important to business success; what decisions do you want to be able to make about your initiatives and when do you want to make them; therefore, what do you need to know about the initiatives and the circumstances of their implementation, what will your standard of evidence be, which data will you collect and how, and what type of analyses will you perform? Kirkpatrick’s 4-levels and Phillips’ ROI method can be useful frameworks for specific purposes, but alone they do not constitute a purposeful decision strategy.Two more things:
- As noted in my post yesterday, Josh Bersin has created a comprehensive framework for thinking about measurement and decision-making across the entire process of creating, implementing, and evaluating human capital initiatives. Josh’s Training Measurement Book does a fine job of explaining his framework and guidelines for using it.
- All of this discussions about measurement, analysis, and dedcision-making inevitably take you back to the fundamental need to manage talent strategically. That means creating human capital plans aligned in detail with:
- with your business strategies
- the processes that enable those strategies
- the human capabilities needed to execute those processes successfully
- the drivers of and gaps in those capabilities now, in the next 1 to 2 years, in the next 3 to 5 years
- Creating those written plans annually, including your measurement objectives and strategies, and reviewing them quarterly enable you to manage forward, quarter by quarter, toward that 1 - 2 year horizon as well as the 3 - 5 year horizon. They enable you to create a portfolio of short-term and long-term, operational and strategic human capital investments that you can then measure and adjust as your future becomes your present and as your internal and external environmental scans enable you to forecast new 1 -2 year and 3 - 5 year horizons.
These are the indispensable perspectives and competencies that Human Resources or Talent Management or Human Capital Management (whichever term your business uses) must have to fulfill its executive leadership role.State Parkway Partners can help you create such a capability in your organization. See the other sections of this website and the service offering presentations for more information.