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

Book Description

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.

    Table of Contents

    1. Foreword
    2. Preface
    3. Acknowledgments
    4. Introduction
    5. Chapter 1: The New Workforce
      1. Defining the Generations
      2. Projected Gaps as the Generations Shift
      3. Chasing Down Retirement
      4. Changing the Way We Work
      5. Technology
      6. Economy
      7. Globalization
      8. Demographics
      9. Are Virtual Workplaces Here to Stay?
      10. What Can Learning Leaders Do?
      11. Summary
      12. Notes
    6. Chapter 2: The Need for a Strategy
      1. Measurement as an Intentional Process
      2. Continuum of Analytics
      3. Continuum of Learning and Development Analytics
      4. Summary
      5. Notes
      6. Case Study: A Measurement Strategy in Action: Pfizer
    7. Chapter 3: Establishing a Measurement Framework
      1. Measurement Frameworks
      2. A Practical Measurement Framework for Learning
      3. Summary
      4. Notes
      5. Case Study: Improving Collectors’ Skills: AT&T
    8. Chapter 4: Planning for Success
      1. Purpose and Political Will
      2. Skills and Capabilities
      3. Tools and Technology
      4. Data
      5. Taking Inventory: What It Takes
      6. Developing the Plan: Measurement Blueprints
      7. Summary
      8. Note
      9. Case Study: A Culture of Measurement: Chrysler Academy
    9. Chapter 5: Curriculum Alignment
      1. Goal: To Close the Skill Gaps
      2. The Performance Map
      3. How We Learn from High Performers
      4. Quantifying the Gap
      5. Aligning and Prioritizing the Curriculum
      6. Beyond Curricula
      7. Summary
      8. Case Study: Performance Analytics for an Aligned Curriculum: VW Credit, Inc.
    10. Chapter 6: Measurement Alignment
      1. Alignment Wanted
      2. Maps—An Old Idea, a New Application
      3. What Is a Measurement Map?
      4. What Does a Measurement Map Look Like?
      5. Building a Measurement Map
      6. Defining the Data
      7. Summary
      8. Case Study: Showing Learning’s Alignment with the Business: VW Credit, Inc.
    11. Chapter 7: Improving on the Basics
      1. The Basics
      2. Improving Level 1
      3. Improving Level 2
      4. Improving the Analysis
      5. Summary
      6. Notes
      7. Case Study: Leadership Program at a Fortune 500 Financial Company
    12. Chapter 8: Hard Evidence Using Advanced Analytics
      1. The Quest for Isolated Impact
      2. Causation: What Really Drives Performance?
      3. Isolating the Impact: Improving Levels 4 and 5
      4. A Gentle Guide to the Statistics of Causation
      5. Statistical Modeling and Significance
      6. Isolation and the Analytics Continuum
      7. Summary
      8. Note
      9. Case Study: Achieving Business Impact at a Major Utility Company
      10. Case Study: Hard Evidence Using Advanced Analytics: Valuing Training at Defense Acquisition University
      11. Note
    13. Chapter 9: Optimization through Predictive Analytics
      1. Predictive Analytics
      2. How to Optimize Investments
      3. Getting the Data for Optimization
      4. Predictive Analytics—A Learning Game Changer
      5. Pioneers of Predictive Analytics in Human Resources
      6. Conclusion
      7. Notes
      8. Case Study: Optimizing Performance Management: VF Corporation
    14. Chapter 10: In Conclusion—Get Started
      1. Note
    15. Appendix A: Talent Development Reporting Principles (TDRp): Managing Learning like a Business to Deliver Greater Impact, Effectiveness, and Efficiency
    16. Appendix B: What It Takes
    17. Appendix C: Measurement Plan: Blueprints for Measurement
    18. Appendix D: Using Bloom’s Taxonomy
    19. Appendix E: Guidelines for Creating Multiple Choice Questions
    20. Appendix F: Getting Your Feet Wet in Data: Preparing and Cleaning the Data Set
    21. Appendix G: How Many Participants Do You Need in a Study?
    22. Glossary
    23. About the Authors
    24. Index
    25. End User License Agreement