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Sco%	
  Schaffer 	
   	
  	
  
Global	
  Head	
  of	
  Learning	
  Measurement	
  &	
  Analy=cs	
  
Ericsson	
  
Learning	
  and	
  Business	
  Impact:	
  Making	
  the	
  
Case	
  through	
  Metrics	
  and	
  Analy6cs	
  
Learning and Business Impact:
Making the Case through Metrics
and Analytics
Scott Schaffer, PhD Twitter:
@schaffer3999
Global Head of Learning Measurement & Analytics
Scott Schaffer, Learning measurement and analytics, 2017
Aligning Measurement with
Learning and Business
objectives
Scott Schaffer, PhD
Global Head of Learning Measurement & Analytics
› Introduction to Ericsson
› Measuring Business
Impact
› Measurement Maturity
› Analytics & Learning
Measurement

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Continuous Performance Management - An Adoption Roadmap
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Public | © Ericsson AB 2014 | 2014-12-5 | Page 2
37,000
40%
5 busd
1 Billion
2.5 Billion
65,000
28 busd
180
111,000
Subscribers
managed
Subscribers
supported
Services professionals
Net Sales
2016
Countries
Employees
Patents
Mobile traffic
In R&D
Ericsson at a glance
MOBILE INFRASTRUCTURE
OPERATIONS & BUSINESS SUPPORT SYSTEMS
TELECOM SERVICES
TV PLATFORMS
Scott Schaffer, Learning measurement and analytics, 2017
Our Strategic direction
FUTURE/
EMERGING
PRESENT/
LARGE
Excel in Core
Business
Establish leadership
in targeted areas
Expand Business
In New Areas1 2 3
Radio, Core
& Transmission Telecom
Services
IP
Networks
TV &
Media
OSS
& BSS
Industry &
Society
Cloud
Scott Schaffer, Learning measurement and analytics, 2017
CLO
CEO
Ericsson leaders want to know that we are
planning to Measure L&D Metrics
Is it money well spent?
What is the impact on our business?
What does it cost to achieve the competence shift I need?
Was the learning any good?
How does that compare to other people in the Unit or Firm?
What learning has been completed by my team?
Scott Schaffer, Learning measurement and analytics, 2017
What gets Measured gets Managed

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1. The document discusses how work and leadership are changing as work becomes more complex, teams more diverse, customers more dispersed, and technology advances faster. This requires updating how we prepare leaders for their new roles of leading learners. 2. Leading learners is very different than traditional management and requires breaking old habits and learning new skills. Managers must motivate creativity through psychological safety, relationships, and self-direction rather than traditional methods like evaluation and competition. 3. There is a growing gap in engagement for new managers who need more support in their transition, costing organizations millions. We must do better supporting leaders as both managers and their teams continuously learn and adapt.

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Xerox Internal Use Only
Learning Measurement &
Analytics Maturity
What key metrics link learning activities to
organization goals, and how will those metrics
be captured and reported?
DataModern Learning Insights
Scott Schaffer, Learning measurement and analytics, 2017
Key Global Business Requirements
Key Business Requirements
List the desired bottom-line
business impact(s)	
  
Key Drivers
Describe the actions that must be
taken to drive the Key Business
Requirement	
  
Key Metrics
List the necessary metrics to track the
listed Key Drivers. 	
  
Growth	
   Growth acceleration	
   Sales	
  
Profitability	
   Cost efficiency	
   Profit Margins	
  
Order-to-Cash	
   Capital efficiency; Cash flow 	
   WCD; high-margin sales and cash collection	
  
Pricing Transformation	
   Commercial excellence	
   New – Retained Customers	
  
Key Global Learning Requirements
Key Business Requirements
List the desired bottom-line
business impact(s)	
  
Key Drivers
Describe the actions that must be
taken to drive the Key Business
Requirement	
  
Key Metrics
List the necessary metrics to track the
listed Key Drivers.	
  
L&D Business Alignment 	
   Competency analysis	
   CCRG	
  
L&D Spend Efficiency	
   Cost efficiency	
   Avg $ spend per employee	
  
L&D Effectiveness	
   Human capital readiness	
   Success cases; KPI improvement	
  
L&D Learning Excellence -
Key learning programs	
  
Access to right learning assets, JIT, right
format	
  
Value, Quality	
  
Scott Schaffer, Learning measurement and analytics, 2017
Data Sources and People
Data Description
Describe what data is
needed to deliver the
Key Metrics listed in
Section 1	
  
Data Type
Describe where the
data listed is stored
and how it is
formatted.	
  
Access
Describe how the data
will be accessed and
credentials needed (if
applicable)	
  
Refresh Rate
Describe how
“real-time” the
data needs to be	
  
Prep Needed
Describe how the data
may need to be
prepared, transformed
or join with other data
described in this table	
  
DRIVERS
Describe role(s) of those that
drive the Key Metrics listed in
Section 1.	
  
QTY	
   LEADERS
Describe role(s) of
those that review the
Key Metrics listed in
Section 1	
  
QTY	
   PREPARERS
Describe the role of
those that prepare
the Key Metrics listed
in Section 1.	
  
QTY	
  
Data – what metrics and measures are associated with each requirement?
People – Who is accountable for results? Who will verify data?
Scott Schaffer, Learning measurement and analytics, 2017
Align Business Requirements and Learning
Investments
Priority Business Goals-L&D Programs 2016 Actual 2017 Plan
1 Profit: Increase Cost Efficiency by X %
Corporate Goal =
Order to Cash
Business Acumen for Managers
5% 8%
2 Growth: Growth Acceleration of X %
Corporate Goal =
Sales Negotiation
Sample Program
8% 10%
3 Pricing Tr: New / Retained Customers X%
Corporate Goal =
Consultative Selling
Sample Program
10% 20%
Adapted from TDRp, Dave Vance

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Scott Schaffer, Learning measurement and analytics, 2017
Outcomes are aligned to business goals and separated into
individual contributors to success
Business outcome:
What are the contributors to success?
Increase Working Capital Days by 10%
3%
5%	
  
12%	
  
3%	
  
7%	
  
1	
  
Increase cash flow
Increase in customer satisfaction
Increase in billed CR
Reduce WIP
30%
25%
20%
15%
10%
5%
0%
Causal outcome:
Increase OTC efficiency by 30%
Increase in process efficiencies
ILLUSTRATIVE
Scott Schaffer, Learning measurement and analytics, 2017
Source: Measurement map derived from work of Kaufman and Keller; and R. Smith
Learning
Program
Major Objective
•  Topic
•  Topic
•  Topic
•  Topic
Major Objective
•  Topic
•  Topic
•  Topic
Performance
Objectives
Performance 1
Performance 3
Performance 5
Performance 4
Performance 2
Leading
Indicators
Improved
presentations, calls,
proposals
Reduced errors,
increased volume
Business
Results
Client Satisfaction
Productivity
Strategic
Goals
Cost Reduction
Gross Margins
Individual learning programs are designed to drive business value
The impact map identifies links between learning objectives and business objectives
From left to right, ask “How do we achieve these objectives?”
From right to left, ask “Why are we doing this [intervention or measurement]?”
Performance 6
Scott Schaffer, Learning measurement and analytics, 2017
Impact MaPs Define Targets
Increase revenue
•  <current>
• <target>
Financial Objectives Strategic Objectives Tactical Objectives Performance Objectives Learning Objectives
Increase in new
and expanded
accounts
•  Measure – new
accounts sales $
Increase profits
from all accounts
• Measure -
increment per
account$ Maximize deal value
•  Cost of
remediation
Develop partner
network
• Measure xxxx
Expand sales team
footprint
• Measure xxxx
Consultative selling
•  Measure xxx
Better
Presentations
•  Measure xxx
Develop accounts
•  Measure xxx
Cross-functional
selling
•  Measure xxx
Negotiate better
deals
• Price discounts
• Value of
concessions
Opportunity
›  Increase 2016 Sales volume
–  Q1 2015 = $154.2 million
–  6% percent increase over prior quarter
–  28 percent increase over 2014 Q1
Ask why?
Ask how?
Networking Skills
•  Level 0,1
Sales Negotiation
Skills
•  Level 0,1
Scott Schaffer, Learning measurement and analytics, 2017
Business
Goal
Learning Impact @ the Solution Level
Impact occurs when:
A training-acquired skill [S] is applied to improve performance in some part of a job that
produces a Result [R] that contributes to a Business Goal (adapted from R. Brinkerhoff).
Learning
Intervention
S
S
S
S
S
S
S R
Individual or Team
Behaviors/Performance
20
Skills are applied
while in the role…
Improved KPIs;
Correlations
between S & R

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Business
Goal
The Anatomy of Learning Impact:
When Learning works, what happens?
Impact occurs when:
A training-acquired skill [S] is applied to improve performance in some part of a job that
produces a Result [R] that contributes to a Business Goal
Learning
Intervention
S
S
S
S
S
S
S R
Individual or Team Job
This is the
Finish Line
Scott Schaffer, Learning measurement and analytics, 2017
The Anatomy of Learning Impact:
When Learning works, what happens?
Impact occurs when:
A training-acquired skill [S] is applied to improve performance in some part of a job that
produces a Result [R] that contributes to a Business Goal
Learning
Intervention
S
S
S
S
S
S
S R
Individual or Team Job
This is the
Finish Line
Not this!
Business
Goal
Scott Schaffer, Learning measurement and analytics, 2017
End to end support for L&D that provides reporting, dashboards, and
analytic insights into the specific impact of learning on individual
performance, business units and the organization.
Learning Measurement and Analytics as
a service
Scott Schaffer, Learning measurement and analytics, 2017
1.  Completely! We don’t communicate learning impact at the executive level.
2.  Somewhat. We measure consumption but don’t have a compelling impact
story.
3.  We’re Covered. We tie learning metrics to business goals and communicate
our success at the executive level.
Poll 1: 62% of cLO’s feel Executive Pressure to use
Learning Analytics to show impact
How exposed are you?

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› The seven levels represent the chain by
which learning creates value in large
organizations.
› Learning is consumed on an individual
basis, begins to add value when it is
retained, adds further value when the
individual takes it back to the workplace,
and adds more value when it is integrated
into the larger team performance. This
process is built from the bottom up.
Impact Measurement and the Learning Value
Chain
Business
Outcomes
Operational
Results
Application
Learning
Learner
Corporate
Dashboard
Usage
However,
business results
are produced
when learning
interacts with
many other
factors — factors
that are
commonly
managed from
the top down.
Scott Schaffer, Learning measurement and analytics, 2017
levels of Measurement maturity across Outcomes
Traffic, Activity, Smart Sheets, Quizzes, Tests Behaviors, KPIs Correlate behaviors with metrics; causal relationships
MeasurementMeasurementMeasurementMeasurementMeasurement
Application
Consumption
Learner
Learning
Business & Societal Outcomes
Operational Results
Cost Value
Individual Outputs & Outcomes Indiv & Team Outcomes Organizational & Societal Outcomes
•  Types of
Learning
Products
•  Learning
Reach
•  Completions
•  Time on task
•  Learner
reactions
•  Reflections
•  Projects
•  Cognitive/
Skills Testing
•  Design
Quality
•  Formative
and
Summative
Assessment
•  Learning x
Learner
Measures
•  Transfer
surveys
•  Transfer
Interviews
•  Focus Groups
•  Observations
•  Experiential/
Work-based
learning
•  Checklists
KPI Metrics
•  Quality
•  Productivity
•  Customer
Satisfaction/
Retention
•  Margins
•  Spend
Business Measures
•  Revenue
•  Profit
•  Growth
Sustainable Development
•  End extreme poverty
•  Fight inequality and
injustice
•  Halt climate change
•  Tech for Good
Scott Schaffer, Learning measurement and analytics, 2017
Measurement starts with a Research question
Traffic, Activity, Smart Sheets, Quizzes, Tests Behaviors, KPIs Correlate behaviors with metrics; causal relationships
MeasurementMeasurementMeasurementMeasurementMeasurement
Application
Consumption
Learner
Learning
Business & Societal Outcomes
Operational Results
Cost Value
Individual Outputs & Outcomes Indiv & Team Outcomes Organizational & Societal Outcomes
What are the most popular learning channels?
Are the most expensive courses also highly rated?
What percentage of people believe the learning
experience was a good investment?
What percentage of people would recommend this
training to a peer
How much do we spend on L&D investments?
What specific behaviors lead to
better sales margins?
Did the learning solution transfer to
the job?
Which employees were most
successful when attempting to
transfer learning to the job?
What enhancers/barriers affect
learning transfer?
Which learning investments had the highest return?
Is learning associated with high performance?
What specific learning factors predict increased profits?
What role does learning play in sustainability and development
goal attainment?
Scott Schaffer, Learning measurement and analytics, 2017
An example of a Measurement Strategy
Phase Product Will be used to measure… Method/Tool Status
Analyze
Align
Plan
Impact Map
Measurement Plan
Alignment of learning investment with business
results; intention to measure
PC completes/Template
PC completes/Template
Part of new process
Impact maps are part of
SCM projects
Readiness Checklist Organization, Program, and Learner Readiness PM completes/Checklist Part of new process
Engage
(L 0,1)
Activity/Consumption
Completions, activities, log-ins for a particular
program
ITM, Promote, Domo, Traffic
Too slow. ITM reporting
unwieldy. Domo could help.
Need use cases.
End of Course Survey
Perceived value, relevance, confidence, intent to
apply
ITM, Promote, Netigate
Awaiting Learning
Leadership approval. Needs
to be built.
Learning
(L 2)
Survey/Tests/ Projects
Learning/competence gain. Formative and
summative.
ITM, Promote
Not enough data to
comment.
Transfer &
Early
Impact
(L 3,4)
Survey, Interview
Successes, Unrealized Potential, Non-starters;
Barriers; Manager Support
ITM, SCM, Netigate
PC completes
Conducting 4 SCM studies
through Q3
Business impact case
Evaluation Study
Early business impact of the offerings (Qualitative);
Learning effect by comparing participant and control
groups or trend analysis.
Interview transcripts/Email
Evaluator consults
Domo, Tableau, Excel,
This is a Q3 project.
Could use SSN or SPIN
Predict &
Optimize
(L 5,6)
Prescriptive Predictive
Optimization Report
Correlations between learning and performance;
cause & effect relationships, e.g., increase $ spend
predicts increased performance
Evaluator consults
Domo, Plateau, (Vestrics)
Q3 – Q4 project dependent
upon previous phase. Need
analysis tool.

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Scott Schaffer, Learning measurement and analytics, 2017
Analytics Involves Multiple sources and owners of Data!C
›  Full accountability and governance process
›  Simplified data architecture reduces risk of critical events
›  Cost savings from limited duplication
›  Easy reconciliation and auditing
Single enterprise data warehouse with tools for data visualization and analysis
Data Sources: Operational &
Learning Platforms
Downstream
Users
Single golden source
EDW
Formal
Blended
Informational /
Social
Extraction tools:
Domo, Excel, SPSS,
Tableau
SuccessFactors
Pluralsight
AdobeConnect
Promote
Traffic
Kaltura
Operation
s
Finance BW
HRMS
Scott Schaffer, Learning measurement and analytics, 2017
Moving from Data to Reporting to insight is the Essence of the Analytics journey
AnalyticsData management
HIGH
LOW
LOW HIGH
Degree of Intelligence
CompetitiveAdvantage
Raw data
Clean data
Standard
reports
Ad hoc
queries
Selective
Drill Down
Alerts
Prescriptive
Optimization
Predictive
Analysis
Diagnostics
Descriptive
Analysis
Advanced
Analytics
Standard
Reporting
Data
Standard
Analytics
Source: McKinsey & Company
Scott Schaffer, Learning measurement and analytics, 2017
q Very Mature! We make decisions based on insights gained from evidence based
on rigorous data collection.
q Mature. We use statistical analyses to analyze data that was collected in a
systematic way.
q Somewhat. We have standard analytics and self-service reporting in place.
q We’re just getting started. We struggle with reporting and data management.
Poll 2: Measurement and Analytics
Maturity. Where do you fit on the
curve?
Scott Schaffer, Learning measurement and analytics, 2017
Use Cases for Learning Impact questions
• Core Dashboards for Function, Regions, Business Units
• Learning transfer surveys 60-90 days post
How are we doing on key metrics compared to last year?
Is Learning impacting performance?
• Top Sales Winners have 20% more learning credits peers
• Top performers have significantly more learning hours than others
Does overall learning activity positively relate to customer satisfaction? Promotability?
• High manager engagement is positively associated with better performance
What factors differentiate high performers from others?

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Scott Schaffer, Learning measurement and analytics, 2017
Dashboards for all
Scott Schaffer, Learning measurement and analytics, 2017
Does Learning Consumption correlate with
higher performance?
Scott Schaffer, Learning measurement and analytics, 2017
60-90 days post-workshop survey
Identify Success and Non-Success
Cases
Analyze Data
Success Case Method –
Identify top performers and What
Differentiates Them from others
Insights &
Recommendations
Manager and Employee Interviews
Impact
Map*
Collect KPI Measures
(if available)
Scott Schaffer, Learning measurement and analytics, 2017
Four Impact Measurement Projects were identified as priorities based
on their alignment to our business strategy, reach and impact
OTC
WCD
Sales-related
Impact Measurement
Projects
Consultative sales related
1
2
3
4
Prioritized
HIGH
HIGH
MED
MED
HIGH
MED
HIGH
HIGH

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Learning
Program
Fundamentals
•  Sales Process
•  Ericsson Business
•  Business Drivers
•  Customer Focus
•  PGM/PD Roles
Project Management
•  Key CPM Actions
•  Changes that
Maximize Margins
•  Assure Customer
Acceptance
•  Decision-making
that adds Value
•  Establishing
Billing Milestones
Performance
Objectives
Analyze customer
needs
Agreement to
milestones and
fulfillment criteria
Identify &
negotiate add-on
sales /change
requests
Release billing
milestones early
Consult &
negotiate
agreement with
customers
Leading
Indicators
Increased cash flow
Increase margins on
project work
Reduced WIP
Increased project
pipeline
Improved billed CR
Increased cash flow
Business
Results
Increased revenues per
customer
Increased ROC
Increased WCD
Improved CPE
Increased customer
retention
Increased operating
cash flow
Strategic
Goals
Profits
Growth
How (This Global Program) will drive business value
Align learning, performance and business objectives
From left to right, ask “How do we achieve these objectives?”
From right to left, ask “Why are we doing this?”
Control project
costs
Scott Schaffer, Learning measurement and analytics, 2017
Success Case Stories
What I learned How I applied it Results I have created
“Negotiation was the best part for me –
tension & concession – give and take –
I’m now always doing that! “
“How can I anticipate argumentation on
the part of the customer?”
“Methods for consciously applying
high value to customer, low cost for us.”
“It works really well in Renewal – the
challenge is customer price erosion – not
reducing the opex; they ask for discounts
as efficiency is improved.”
“I scope clients using value
argumentation. What are the needs? Why
do they need it? Once we have this
information we can quantify the value of
the deal.”
“We won an OSS/BSS deal… but the
customer wanted to renegotiate focused
on price. I now had to use negotiables –
to give them something.”
“I avoided a 10% discount in exchange
for training: saved $x5K/year for two
years – i.e. $xx130K by providing
training worth $20K = deal value of
$xxx,000.”
“By arguing the numbers: What do you
want? What can we give away that
wont cost much? These projects have
become prioritized and we sacrifice
others where we make less $.”
“Instead of giving a x % saving – we
gave training + x% saving that we in
turn negotiated from the PPP/supplier,
This was a $xxx K deal saving = $xxK”
Scott Schaffer, Learning measurement and analytics, 2017
Early Impact: 74% Indicate Learning had
Significant-Moderate Impact on Performance
*Survey completed by a small sample of mid-low success cases
Scott Schaffer, Learning measurement and analytics, 2017
What Factors Differentiate Higher Performers from
others?
Relationship of Manager Engagement to Impact.
Copyright Brinkerhoff Evaluation Institute 2016

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Prescriptive Analytics: what investments should we Double Down on and
which ones should be Discontinued?
41
•  “Evidence	
  of	
  
impact”	
  chain	
  links	
  
investments	
  to	
  
business	
  results	
  
•  “What-­‐if”	
  predic=ve	
  
modeling	
  both	
  up	
  
and	
  down	
  the	
  chain	
  
•  Predic=ve	
  modeling	
  
ROI	
  to	
  op=mize	
  
investment	
  
decisions	
  
Scott Schaffer, Learning measurement and analytics, 2017
March 22 – CLO Week Silicon
Valley : Driving L&D
Leadership Through
Measurement: Shaping the
Impact Discussion
July 17 – Corporate Learning
Analytics, Nashville: Solving for
Talent: Developing the role of
the learning analytics leader
For More on This topic!
Learning and Business Impact: Making the Case through Metrics and Analytics
#CLOwebinar
Sponsored by
	
   	
  
	
  	
  
Register for the next webinar!
One Left Behind: Driving Performance within
a Deskless Workforce
Tuesday, March 28, 2017
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Register for all upcoming Chief Learning Officer Webinars at
events.clomedia.com/webinars
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Learning and Business Impact: Making the Case through Metrics and Analytics

  • 1. #CLOwebinar Sponsored by The presentation will begin at the top of the hour. A dial in number will not be provided. Listen to today’s webinar using your computer’s speakers or headphones. Welcome to the webinar!
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  • 5. #CLOwebinar Sponsored by Sco%  Schaffer       Global  Head  of  Learning  Measurement  &  Analy=cs   Ericsson   Learning  and  Business  Impact:  Making  the   Case  through  Metrics  and  Analy6cs  
  • 6. Learning and Business Impact: Making the Case through Metrics and Analytics Scott Schaffer, PhD Twitter: @schaffer3999 Global Head of Learning Measurement & Analytics
  • 7. Scott Schaffer, Learning measurement and analytics, 2017
  • 8. Aligning Measurement with Learning and Business objectives Scott Schaffer, PhD Global Head of Learning Measurement & Analytics › Introduction to Ericsson › Measuring Business Impact › Measurement Maturity › Analytics & Learning Measurement
  • 9. Public | © Ericsson AB 2014 | 2014-12-5 | Page 2 37,000 40% 5 busd 1 Billion 2.5 Billion 65,000 28 busd 180 111,000 Subscribers managed Subscribers supported Services professionals Net Sales 2016 Countries Employees Patents Mobile traffic In R&D Ericsson at a glance MOBILE INFRASTRUCTURE OPERATIONS & BUSINESS SUPPORT SYSTEMS TELECOM SERVICES TV PLATFORMS
  • 10. Scott Schaffer, Learning measurement and analytics, 2017 Our Strategic direction FUTURE/ EMERGING PRESENT/ LARGE Excel in Core Business Establish leadership in targeted areas Expand Business In New Areas1 2 3 Radio, Core & Transmission Telecom Services IP Networks TV & Media OSS & BSS Industry & Society Cloud
  • 11. Scott Schaffer, Learning measurement and analytics, 2017 CLO CEO Ericsson leaders want to know that we are planning to Measure L&D Metrics Is it money well spent? What is the impact on our business? What does it cost to achieve the competence shift I need? Was the learning any good? How does that compare to other people in the Unit or Firm? What learning has been completed by my team?
  • 12. Scott Schaffer, Learning measurement and analytics, 2017 What gets Measured gets Managed
  • 13. Scott Schaffer, Learning measurement and analytics, 2017 Xerox Internal Use Only Learning Measurement & Analytics Maturity What key metrics link learning activities to organization goals, and how will those metrics be captured and reported? DataModern Learning Insights
  • 14. Scott Schaffer, Learning measurement and analytics, 2017 Key Global Business Requirements Key Business Requirements List the desired bottom-line business impact(s)   Key Drivers Describe the actions that must be taken to drive the Key Business Requirement   Key Metrics List the necessary metrics to track the listed Key Drivers.   Growth   Growth acceleration   Sales   Profitability   Cost efficiency   Profit Margins   Order-to-Cash   Capital efficiency; Cash flow   WCD; high-margin sales and cash collection   Pricing Transformation   Commercial excellence   New – Retained Customers   Key Global Learning Requirements Key Business Requirements List the desired bottom-line business impact(s)   Key Drivers Describe the actions that must be taken to drive the Key Business Requirement   Key Metrics List the necessary metrics to track the listed Key Drivers.   L&D Business Alignment   Competency analysis   CCRG   L&D Spend Efficiency   Cost efficiency   Avg $ spend per employee   L&D Effectiveness   Human capital readiness   Success cases; KPI improvement   L&D Learning Excellence - Key learning programs   Access to right learning assets, JIT, right format   Value, Quality  
  • 15. Scott Schaffer, Learning measurement and analytics, 2017 Data Sources and People Data Description Describe what data is needed to deliver the Key Metrics listed in Section 1   Data Type Describe where the data listed is stored and how it is formatted.   Access Describe how the data will be accessed and credentials needed (if applicable)   Refresh Rate Describe how “real-time” the data needs to be   Prep Needed Describe how the data may need to be prepared, transformed or join with other data described in this table   DRIVERS Describe role(s) of those that drive the Key Metrics listed in Section 1.   QTY   LEADERS Describe role(s) of those that review the Key Metrics listed in Section 1   QTY   PREPARERS Describe the role of those that prepare the Key Metrics listed in Section 1.   QTY   Data – what metrics and measures are associated with each requirement? People – Who is accountable for results? Who will verify data?
  • 16. Scott Schaffer, Learning measurement and analytics, 2017 Align Business Requirements and Learning Investments Priority Business Goals-L&D Programs 2016 Actual 2017 Plan 1 Profit: Increase Cost Efficiency by X % Corporate Goal = Order to Cash Business Acumen for Managers 5% 8% 2 Growth: Growth Acceleration of X % Corporate Goal = Sales Negotiation Sample Program 8% 10% 3 Pricing Tr: New / Retained Customers X% Corporate Goal = Consultative Selling Sample Program 10% 20% Adapted from TDRp, Dave Vance
  • 17. Scott Schaffer, Learning measurement and analytics, 2017 Outcomes are aligned to business goals and separated into individual contributors to success Business outcome: What are the contributors to success? Increase Working Capital Days by 10% 3% 5%   12%   3%   7%   1   Increase cash flow Increase in customer satisfaction Increase in billed CR Reduce WIP 30% 25% 20% 15% 10% 5% 0% Causal outcome: Increase OTC efficiency by 30% Increase in process efficiencies ILLUSTRATIVE
  • 18. Scott Schaffer, Learning measurement and analytics, 2017 Source: Measurement map derived from work of Kaufman and Keller; and R. Smith Learning Program Major Objective •  Topic •  Topic •  Topic •  Topic Major Objective •  Topic •  Topic •  Topic Performance Objectives Performance 1 Performance 3 Performance 5 Performance 4 Performance 2 Leading Indicators Improved presentations, calls, proposals Reduced errors, increased volume Business Results Client Satisfaction Productivity Strategic Goals Cost Reduction Gross Margins Individual learning programs are designed to drive business value The impact map identifies links between learning objectives and business objectives From left to right, ask “How do we achieve these objectives?” From right to left, ask “Why are we doing this [intervention or measurement]?” Performance 6
  • 19. Scott Schaffer, Learning measurement and analytics, 2017 Impact MaPs Define Targets Increase revenue •  <current> • <target> Financial Objectives Strategic Objectives Tactical Objectives Performance Objectives Learning Objectives Increase in new and expanded accounts •  Measure – new accounts sales $ Increase profits from all accounts • Measure - increment per account$ Maximize deal value •  Cost of remediation Develop partner network • Measure xxxx Expand sales team footprint • Measure xxxx Consultative selling •  Measure xxx Better Presentations •  Measure xxx Develop accounts •  Measure xxx Cross-functional selling •  Measure xxx Negotiate better deals • Price discounts • Value of concessions Opportunity ›  Increase 2016 Sales volume –  Q1 2015 = $154.2 million –  6% percent increase over prior quarter –  28 percent increase over 2014 Q1 Ask why? Ask how? Networking Skills •  Level 0,1 Sales Negotiation Skills •  Level 0,1
  • 20. Scott Schaffer, Learning measurement and analytics, 2017 Business Goal Learning Impact @ the Solution Level Impact occurs when: A training-acquired skill [S] is applied to improve performance in some part of a job that produces a Result [R] that contributes to a Business Goal (adapted from R. Brinkerhoff). Learning Intervention S S S S S S S R Individual or Team Behaviors/Performance 20 Skills are applied while in the role… Improved KPIs; Correlations between S & R
  • 21. Scott Schaffer, Learning measurement and analytics, 2017 Business Goal The Anatomy of Learning Impact: When Learning works, what happens? Impact occurs when: A training-acquired skill [S] is applied to improve performance in some part of a job that produces a Result [R] that contributes to a Business Goal Learning Intervention S S S S S S S R Individual or Team Job This is the Finish Line
  • 22. Scott Schaffer, Learning measurement and analytics, 2017 The Anatomy of Learning Impact: When Learning works, what happens? Impact occurs when: A training-acquired skill [S] is applied to improve performance in some part of a job that produces a Result [R] that contributes to a Business Goal Learning Intervention S S S S S S S R Individual or Team Job This is the Finish Line Not this! Business Goal
  • 23. Scott Schaffer, Learning measurement and analytics, 2017 End to end support for L&D that provides reporting, dashboards, and analytic insights into the specific impact of learning on individual performance, business units and the organization. Learning Measurement and Analytics as a service
  • 24. Scott Schaffer, Learning measurement and analytics, 2017 1.  Completely! We don’t communicate learning impact at the executive level. 2.  Somewhat. We measure consumption but don’t have a compelling impact story. 3.  We’re Covered. We tie learning metrics to business goals and communicate our success at the executive level. Poll 1: 62% of cLO’s feel Executive Pressure to use Learning Analytics to show impact How exposed are you?
  • 25. Scott Schaffer, Learning measurement and analytics, 2017 › The seven levels represent the chain by which learning creates value in large organizations. › Learning is consumed on an individual basis, begins to add value when it is retained, adds further value when the individual takes it back to the workplace, and adds more value when it is integrated into the larger team performance. This process is built from the bottom up. Impact Measurement and the Learning Value Chain Business Outcomes Operational Results Application Learning Learner Corporate Dashboard Usage However, business results are produced when learning interacts with many other factors — factors that are commonly managed from the top down.
  • 26. Scott Schaffer, Learning measurement and analytics, 2017 levels of Measurement maturity across Outcomes Traffic, Activity, Smart Sheets, Quizzes, Tests Behaviors, KPIs Correlate behaviors with metrics; causal relationships MeasurementMeasurementMeasurementMeasurementMeasurement Application Consumption Learner Learning Business & Societal Outcomes Operational Results Cost Value Individual Outputs & Outcomes Indiv & Team Outcomes Organizational & Societal Outcomes •  Types of Learning Products •  Learning Reach •  Completions •  Time on task •  Learner reactions •  Reflections •  Projects •  Cognitive/ Skills Testing •  Design Quality •  Formative and Summative Assessment •  Learning x Learner Measures •  Transfer surveys •  Transfer Interviews •  Focus Groups •  Observations •  Experiential/ Work-based learning •  Checklists KPI Metrics •  Quality •  Productivity •  Customer Satisfaction/ Retention •  Margins •  Spend Business Measures •  Revenue •  Profit •  Growth Sustainable Development •  End extreme poverty •  Fight inequality and injustice •  Halt climate change •  Tech for Good
  • 27. Scott Schaffer, Learning measurement and analytics, 2017 Measurement starts with a Research question Traffic, Activity, Smart Sheets, Quizzes, Tests Behaviors, KPIs Correlate behaviors with metrics; causal relationships MeasurementMeasurementMeasurementMeasurementMeasurement Application Consumption Learner Learning Business & Societal Outcomes Operational Results Cost Value Individual Outputs & Outcomes Indiv & Team Outcomes Organizational & Societal Outcomes What are the most popular learning channels? Are the most expensive courses also highly rated? What percentage of people believe the learning experience was a good investment? What percentage of people would recommend this training to a peer How much do we spend on L&D investments? What specific behaviors lead to better sales margins? Did the learning solution transfer to the job? Which employees were most successful when attempting to transfer learning to the job? What enhancers/barriers affect learning transfer? Which learning investments had the highest return? Is learning associated with high performance? What specific learning factors predict increased profits? What role does learning play in sustainability and development goal attainment?
  • 28. Scott Schaffer, Learning measurement and analytics, 2017 An example of a Measurement Strategy Phase Product Will be used to measure… Method/Tool Status Analyze Align Plan Impact Map Measurement Plan Alignment of learning investment with business results; intention to measure PC completes/Template PC completes/Template Part of new process Impact maps are part of SCM projects Readiness Checklist Organization, Program, and Learner Readiness PM completes/Checklist Part of new process Engage (L 0,1) Activity/Consumption Completions, activities, log-ins for a particular program ITM, Promote, Domo, Traffic Too slow. ITM reporting unwieldy. Domo could help. Need use cases. End of Course Survey Perceived value, relevance, confidence, intent to apply ITM, Promote, Netigate Awaiting Learning Leadership approval. Needs to be built. Learning (L 2) Survey/Tests/ Projects Learning/competence gain. Formative and summative. ITM, Promote Not enough data to comment. Transfer & Early Impact (L 3,4) Survey, Interview Successes, Unrealized Potential, Non-starters; Barriers; Manager Support ITM, SCM, Netigate PC completes Conducting 4 SCM studies through Q3 Business impact case Evaluation Study Early business impact of the offerings (Qualitative); Learning effect by comparing participant and control groups or trend analysis. Interview transcripts/Email Evaluator consults Domo, Tableau, Excel, This is a Q3 project. Could use SSN or SPIN Predict & Optimize (L 5,6) Prescriptive Predictive Optimization Report Correlations between learning and performance; cause & effect relationships, e.g., increase $ spend predicts increased performance Evaluator consults Domo, Plateau, (Vestrics) Q3 – Q4 project dependent upon previous phase. Need analysis tool.
  • 29. Scott Schaffer, Learning measurement and analytics, 2017 Analytics Involves Multiple sources and owners of Data!C ›  Full accountability and governance process ›  Simplified data architecture reduces risk of critical events ›  Cost savings from limited duplication ›  Easy reconciliation and auditing Single enterprise data warehouse with tools for data visualization and analysis Data Sources: Operational & Learning Platforms Downstream Users Single golden source EDW Formal Blended Informational / Social Extraction tools: Domo, Excel, SPSS, Tableau SuccessFactors Pluralsight AdobeConnect Promote Traffic Kaltura Operation s Finance BW HRMS
  • 30. Scott Schaffer, Learning measurement and analytics, 2017 Moving from Data to Reporting to insight is the Essence of the Analytics journey AnalyticsData management HIGH LOW LOW HIGH Degree of Intelligence CompetitiveAdvantage Raw data Clean data Standard reports Ad hoc queries Selective Drill Down Alerts Prescriptive Optimization Predictive Analysis Diagnostics Descriptive Analysis Advanced Analytics Standard Reporting Data Standard Analytics Source: McKinsey & Company
  • 31. Scott Schaffer, Learning measurement and analytics, 2017 q Very Mature! We make decisions based on insights gained from evidence based on rigorous data collection. q Mature. We use statistical analyses to analyze data that was collected in a systematic way. q Somewhat. We have standard analytics and self-service reporting in place. q We’re just getting started. We struggle with reporting and data management. Poll 2: Measurement and Analytics Maturity. Where do you fit on the curve?
  • 32. Scott Schaffer, Learning measurement and analytics, 2017 Use Cases for Learning Impact questions • Core Dashboards for Function, Regions, Business Units • Learning transfer surveys 60-90 days post How are we doing on key metrics compared to last year? Is Learning impacting performance? • Top Sales Winners have 20% more learning credits peers • Top performers have significantly more learning hours than others Does overall learning activity positively relate to customer satisfaction? Promotability? • High manager engagement is positively associated with better performance What factors differentiate high performers from others?
  • 33. Scott Schaffer, Learning measurement and analytics, 2017 Dashboards for all
  • 34. Scott Schaffer, Learning measurement and analytics, 2017 Does Learning Consumption correlate with higher performance?
  • 35. Scott Schaffer, Learning measurement and analytics, 2017 60-90 days post-workshop survey Identify Success and Non-Success Cases Analyze Data Success Case Method – Identify top performers and What Differentiates Them from others Insights & Recommendations Manager and Employee Interviews Impact Map* Collect KPI Measures (if available)
  • 36. Scott Schaffer, Learning measurement and analytics, 2017 Four Impact Measurement Projects were identified as priorities based on their alignment to our business strategy, reach and impact OTC WCD Sales-related Impact Measurement Projects Consultative sales related 1 2 3 4 Prioritized HIGH HIGH MED MED HIGH MED HIGH HIGH
  • 37. Scott Schaffer, Learning measurement and analytics, 2017 Learning Program Fundamentals •  Sales Process •  Ericsson Business •  Business Drivers •  Customer Focus •  PGM/PD Roles Project Management •  Key CPM Actions •  Changes that Maximize Margins •  Assure Customer Acceptance •  Decision-making that adds Value •  Establishing Billing Milestones Performance Objectives Analyze customer needs Agreement to milestones and fulfillment criteria Identify & negotiate add-on sales /change requests Release billing milestones early Consult & negotiate agreement with customers Leading Indicators Increased cash flow Increase margins on project work Reduced WIP Increased project pipeline Improved billed CR Increased cash flow Business Results Increased revenues per customer Increased ROC Increased WCD Improved CPE Increased customer retention Increased operating cash flow Strategic Goals Profits Growth How (This Global Program) will drive business value Align learning, performance and business objectives From left to right, ask “How do we achieve these objectives?” From right to left, ask “Why are we doing this?” Control project costs
  • 38. Scott Schaffer, Learning measurement and analytics, 2017 Success Case Stories What I learned How I applied it Results I have created “Negotiation was the best part for me – tension & concession – give and take – I’m now always doing that! “ “How can I anticipate argumentation on the part of the customer?” “Methods for consciously applying high value to customer, low cost for us.” “It works really well in Renewal – the challenge is customer price erosion – not reducing the opex; they ask for discounts as efficiency is improved.” “I scope clients using value argumentation. What are the needs? Why do they need it? Once we have this information we can quantify the value of the deal.” “We won an OSS/BSS deal… but the customer wanted to renegotiate focused on price. I now had to use negotiables – to give them something.” “I avoided a 10% discount in exchange for training: saved $x5K/year for two years – i.e. $xx130K by providing training worth $20K = deal value of $xxx,000.” “By arguing the numbers: What do you want? What can we give away that wont cost much? These projects have become prioritized and we sacrifice others where we make less $.” “Instead of giving a x % saving – we gave training + x% saving that we in turn negotiated from the PPP/supplier, This was a $xxx K deal saving = $xxK”
  • 39. Scott Schaffer, Learning measurement and analytics, 2017 Early Impact: 74% Indicate Learning had Significant-Moderate Impact on Performance *Survey completed by a small sample of mid-low success cases
  • 40. Scott Schaffer, Learning measurement and analytics, 2017 What Factors Differentiate Higher Performers from others? Relationship of Manager Engagement to Impact. Copyright Brinkerhoff Evaluation Institute 2016
  • 41. Scott Schaffer, Learning measurement and analytics, 2017 Prescriptive Analytics: what investments should we Double Down on and which ones should be Discontinued? 41 •  “Evidence  of   impact”  chain  links   investments  to   business  results   •  “What-­‐if”  predic=ve   modeling  both  up   and  down  the  chain   •  Predic=ve  modeling   ROI  to  op=mize   investment   decisions  
  • 42. Scott Schaffer, Learning measurement and analytics, 2017 March 22 – CLO Week Silicon Valley : Driving L&D Leadership Through Measurement: Shaping the Impact Discussion July 17 – Corporate Learning Analytics, Nashville: Solving for Talent: Developing the role of the learning analytics leader For More on This topic!
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