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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.

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 combin

With a focus on the high-turnover environment of sales people at automotive dealerships, this study examined the effects of retention amid turnover rates that often exceeded 100%. Empirical results suggested that, in this environment, retention was a measure unique from turnover and not simply its reciprocal, and thereby worthy of its own analysis. Using dealership personnel and financial statement data, the research examined the relationships between retention rates and the business outcome measures of sales volume, gross profit per vehicle, and contribution margin of the sales department. The benefits of retention were dependent on organizational size, with effects being greater at large dealerships that have greater sales volume and larger sales forces. At large dealerships, higher rates of retention were related to higher gross profits per vehicle. Two-year retention provided an additional benefit of increased sales department contribution margins. Results for small dealerships were less conclusive. Higher one-year retention was related to higher sales volumes, but this finding did not hold for two-year retention. This study suggests that high-turnover organizations can simultaneously have high rates of retention, and that the stability provided by the retention can yield financial benefits. Organizations in industries plagued by high turnover may find benefit in supplementing their turnover dashboards and strategies with an increased focus on retention.

CareerEdge Funders Collaborative was piloting a new approach to workforce development, so it wanted hard evidence of its progress to engage funders and respond to skeptics. The collaborative engaged measurement experts Capital Analytics to help execute a credible, quantitative Big Data analysis of the economic impact of its programs, which was positively received by partners and funding resources. The project began with a series of meetings with key stakeholders -- from employers and educators to funders and social services providers. Each group shared their own vision of success for this new approach to workforce development, and outlined specific metrics for how to measure program achievements. Next, the Data Collection Toolkit was developed to guide each of the partners on the information they were to collect. Through the qualitative interviews, employers reported how they were witnessing employees with increased levels of confidence after training.

Deciding to implement a measurement strategy can be a daunting task. Having a measurement framework provides an organization with a mental model for tackling the measurement challenge. There is no single right framework, though many use Kirkpatrick's basic four levels as a foundation. The inclusion of alignment expands the strategic value of the framework and integrates business stakeholders into the process. Implementing measurement is more of an evolution than a revolution. You simply cannot do everything all at once. Start small. Identify a few key areas for your initial focus. Learn from them, and celebrate successes. Soon you'll be on your way to leveraging measurement to: (1) drive alignment right from the start, (2) establish business measures of success, (3) guide the development of aligned content, (4) provide in‐process measures for continuous improvement, and (5) prove and improve the impact and value of learning.

The best learning strategies include a measurement strategy as well. Such learning leaders recognize the importance of the guidance and feedback that measurement can provide. Useful measurement grows out of alignment with business goals, which is critical from the outset of planning curriculum and designing courseware. Each phase of measurement serves a unique purpose, following the progression of the learning initiative from design to launch and all the way through to its impact on the business. We present the continuum of analytics, based on what we see in practice, and show how it applies to the Kirkpatrick/Phillips scale. We introduce Level 6 to that scale: Optimization. All forms of measurement can be useful: Data ranges from anecdotes to hard operational data interpreted with statistics. Anecdotes add stories and context to your reports. More rigorous analysis provides deeper and more actionable insights; showing impact and optimization opportunities enables you to make evidence‐based decisions about the development of your organization's human capital. This is the kind of analysis that it takes to make your organization competitive in today's environment.

For a training curriculum to drive business results, it must be aligned with the tasks that contribute to those results. Performance mapping provides a proven way to systematically align curricula to organizational goals. Through gap analysis, it is possible to identify, quantify, and prioritize performance gaps. These tools can provide the basis for a long‐term, performance‐based curriculum that targets the most pressing learning and performance needs of the organization.