Developing Human Capital E-Book

Gene Pease

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: SAS Institute Inc
• Sprache: Englisch

Seitenzahl: 381

Veröffentlichungsjahr: 2014

Beschreibung

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.

Leseprobe

Contents

Foreword

Preface

Acknowledgments

Introduction

Chapter 1: The New Workforce

Defining the Generations

Projected Gaps as the Generations Shift

Chasing Down Retirement

Changing the Way We Work

Technology

Economy

Globalization

Demographics

Are Virtual Workplaces Here to Stay?

What Can Learning Leaders Do?

Summary

Notes

Chapter 2: The Need for a Strategy

Measurement as an Intentional Process

Continuum of Analytics

Continuum of Learning and Development Analytics

Summary

Notes

Case Study: A Measurement Strategy in Action: Pfizer

Chapter 3: Establishing a Measurement Framework

Measurement Frameworks

A Practical Measurement Framework for Learning

Summary

Notes

Case Study: Improving Collectors’ Skills: AT&T

Chapter 4: Planning for Success

Purpose and Political Will

Skills and Capabilities

Tools and Technology

Data

Taking Inventory: What It Takes

Developing the Plan: Measurement Blueprints

Summary

Note

Case Study: A Culture of Measurement: Chrysler Academy

Chapter 5: Curriculum Alignment

Goal: To Close the Skill Gaps

The Performance Map

How We Learn from High Performers

Quantifying the Gap

Aligning and Prioritizing the Curriculum

Beyond Curricula

Summary

Case Study: Performance Analytics for an Aligned Curriculum: VW Credit, Inc.

Chapter 6: Measurement Alignment

Alignment Wanted

Maps—An Old Idea, a New Application

What Is a Measurement Map?

What Does a Measurement Map Look Like?

Building a Measurement Map

Defining the Data

Summary

Case Study: Showing Learning’s Alignment with the Business: VW Credit, Inc.

Chapter 7: Improving on the Basics

The Basics

Improving Level 1

Improving Level 2

Improving the Analysis

Summary

Notes

Case Study: Leadership Program at a Fortune 500 Financial Company

Chapter 8: Hard Evidence Using Advanced Analytics

The Quest for Isolated Impact

Causation: What Really Drives Performance?

Isolating the Impact: Improving Levels 4 and 5

A Gentle Guide to the Statistics of Causation

Statistical Modeling and Significance

Isolation and the Analytics Continuum

Summary

Note

Case Study: Achieving Business Impact at a Major Utility Company

Case Study: Hard Evidence Using Advanced Analytics: Valuing Training at Defense Acquisition University

Note

Chapter 9: Optimization through Predictive Analytics

Predictive Analytics

How to Optimize Investments

Getting the Data for Optimization

Predictive Analytics—A Learning Game Changer

Pioneers of Predictive Analytics in Human Resources

Conclusion

Notes

Case Study: Optimizing Performance Management: VF Corporation

Chapter 10: In Conclusion—Get Started

Note

Appendix A: Talent Development Reporting Principles (TDRp): Managing Learning like a Business to Deliver Greater Impact, Effectiveness, and Efficiency

Appendix B: What It Takes

Appendix C: Measurement Plan: Blueprints for Measurement

Appendix D: Using Bloom’s Taxonomy

Appendix E: Guidelines for Creating Multiple Choice Questions

Appendix F: Getting Your Feet Wet in Data: Preparing and Cleaning the Data Set

Appendix G: How Many Participants Do You Need in a Study?

Glossary

About the Authors

Index

End User License Agreement

List of Illustrations

Figure 1.1 Workforce Populations

Figure 2.1 Continuum of Human Capital Analytics

Figure 2.2 Continuum of Human Capital Analytics with the Kirkpatrick/Phillips Scale

Figure 3.1 Kirkpatrick/Phillips Levels of Evaluation

Figure 3.2 Talent Development Reporting Principles (TDRp)

Figure 3.3 Learning Effectiveness Measurement (LEM) Methodology

Figure 3.4 Bersin by Deloitte Impact Measurement Framework

Figure 3.5 Measurement Framework for Learning

Figure 4.1 Sources of Data Needed by Each Phase of Measurement

Figure 4.2 What It Takes

Figure 4.3 Reaction Blueprint (Engagement Phase)

Figure 4.A Chrysler Academy’s Measurement Framework for Learning

Figure 5.1 Performance Map in Progress

Figure 5.2 Sample “Gap Analysis” Survey Question

Figure 5.A Building the Map

Figure 6.1 Creating a Causal Chain of Evidence.

Figure 6.2 Sales Training Measurement Map

Figure 6.3 Leadership Development Measurement Map

Figure 6.A VCI Collection Agent: Preliminary Measurement Map

Figure 7.1 Survey Design

Figure 7.2 Bloom’s Taxonomy (refined)

Figure 7.3 Determining the Type of Test

Figure 7.4 Data Representation without the Denominator

Figure 7.5 Data Representation Including the Denominator

Figure 7.6 Level 1 Segmentation

Figure 7.7 Level 2 Results by Tenure

Figure 8.1 Continuum of Human Capital Analytics

Figure 8.2 Sample Function—One Metric

Figure 8.A Study Hypothesis

Figure 8.B Shared Relationship

Figure 9.1 Types of Demographics

Figure 9.A Three Phrases of Maximizing Performance

Figure 9.B Improved Plan Quality Improves Engagement with Manager

Figure A.1 Executive Reporting Process

Figure A.2 High-Level Business Outcome Statement for the Private Sector

Figure A.3 High-Level Effectiveness Statement

Figure A.4 High-Level Efficiency Statement

Figure A.5 Executive Summary Report for the Private Sector

Figure A.6 Executive Program Report

Figure A.7 Executive Operations Report

Figure F.1 Data Sources

Figure G.1 Regional Sales by Trained versus Untrained

Figure G.2 High Temperatures Recorded over One Month

List of Tables

Table A.1 The Reports

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Guide

Cover

Table of Contents

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Developing Human Capital

Using Analytics to Plan and Optimize Your Learning and Development Investments

Gene Pease

Bonnie Beresford

Lew Walker

Cover Design: Wiley

Cover Illustration: ©iStock.com/Robert Churchill

Copyright © 2014 by Gene Pease, Barbara Beresford, Lew Walker. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

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Library of Congress Cataloging-in-Publication Data:

Pease, Gene, 1950-

Developing human capital : using analytics to plan and optimize your learning and development investments / Gene Pease, Barbara (Bonnie) Beresford, Lew Walker.

1 online resource. — (Wiley & SAS business series)

Includes bibliographical references and index.

Description based on print version record and CIP data provided by publisher; resource not viewed.

ISBN 978-1-118-91088-7 (ebk); ISBN 978-1-118-91098-6 (ebk); ISBN 978-1-118-75350-7 (hardback) 1. Manpower planning. 2. Human capital—Management. 3. Employees—Training of. 4. Personnel management. I. Beresford, Barbara, 1957- II. Walker, Lew, 1957- III. Title.

HF5549.5.M3

658.3'01—dc23

2014011509