Developing Human Capital

GENE PEASE is the founder and CEO of Vestrics (a Capital Analytics Company), the leading provider of workforce optimization software and consulting services. The firm has been recognized with awards from Bersin and Associates, CLO Magazine, CIO Review Magazine, Gartner, and the ROI Institute.BONNIE BERESFORD, PHD, is the Director of Performance Strategy and Design at AMCI Global. While Vice President at Capital Analytics, Beresford’s work has earned her clients three CLO Magazine - Business Impact awards.LEW WALKER, SPHR, is the Vice President of Human Resources at AT&T. He serves on the Editorial Board of CLO Magazine and is a frequent conference speaker.

• Foreword xiiiPreface xviiAcknowledgments xixIntroduction xxiChapter 1 The New Workforce 1Defining the Generations 2Projected Gaps as the Generations Shift 4Chasing Down Retirement 4Changing the Way We Work 5Technology 6Economy 7Globalization 8Demographics 9Are Virtual Workplaces Here to Stay? 9What Can Learning Leaders Do? 9Summary 10Notes 11Chapter 2 The Need for a Strategy 13Measurement as an Intentional Process 15Continuum of Analytics 17Continuum of Learning and DevelopmentAnalytics 20Summary 22Notes 22Case Study: A Measurement Strategy in Action:Pfizer 24Chapter 3 Establishing a Measurement Framework 31Measurement Frameworks 32A Practical Measurement Framework for Learning 35Summary 39 Notes 40Case Study: Improving Collectors’ Skills: AT&T 41Chapter 4 Planning for Success 61Purpose and Political Will 62Skills and Capabilities 65Tools and Technology 66Data 67Taking Inventory: What It Takes 69Developing the Plan: Measurement Blueprints 69Summary 73Note 73Case Study: A Culture of Measurement: ChryslerAcademy 74Chapter 5 Curriculum Alignment 79Goal: To Close the Skill Gaps 80The Performance Map 80How We Learn from High Performers 82Quantifying the Gap 84Aligning and Prioritizing the Curriculum 85Beyond Curricula 86Summary 87Case Study: Performance Analytics for an Aligned Curriculum: VW Credit, Inc. 88Chapter 6 Measurement Alignment 97Alignment Wanted 98Maps—An Old Idea, a New Application 98What Is a Measurement Map? 99What Does a Measurement Map Look Like? 100Building a Measurement Map 104Defining the Data 106Summary 107Case Study: Showing Learning’s Alignment with theBusiness: VW Credit, Inc. 109Chapter 7 Improving on the Basics 115The Basics 116Improving Level 1 118Improving Level 2 124Improving the Analysis 130Summary 137Notes 137Case Study: Leadership Program at a Fortune 500 Financial Company 139Chapter 8 Hard Evidence Using Advanced Analytics 145The Quest for Isolated Impact 146Causation: What Really Drives Performance? 149Isolating the Impact: Improving Levels 4 and 5 150A Gentle Guide to the Statistics of Causation 152Statistical Modeling and Significance 154Isolation and the Analytics Continuum 155Summary 156Note 157Case Study: Achieving Business Impact at a Major Utility Company 158Case Study: Hard Evidence Using Advanced Analytics: Valuing Training at Defense Acquisition University 164Chapter 9 Optimization through Predictive Analytics 169Predictive Analytics 170How to Optimize Investments 171Getting the Data for Optimization 174Predictive Analytics—A Learning Game Changer 175Pioneers of Predictive Analytics in Human Resources 176Conclusion 177Notes 179Case Study: Optimizing Performance Management: VF Corporation 180Chapter 10 In Conclusion—Get Started 187Note 189Appendix A Talent Development Reporting Principles (TDRp): Managing Learning like a Business to DeliverGreater Impact, Effectiveness, and Efficiency 191Appendix B What It Takes 219Appendix C Measurement Plan: Blueprints for Measurement 225Appendix D Using Bloom’s Taxonomy 233Appendix E Guidelines for Creating Multiple Choice Questions 237Appendix F Getting Your Feet Wet in Data: Preparing and Cleaning the Data Set 241Appendix G How Many Participants Do You Need in a Study? 255Glossary 259About the Authors 273Index 275