Learning leaders are under increasing pressure to provide hard data that shows a relationship between learning activities and business outcomes. We’ll share an innovative approach that we’re using to create a methodology, process and infrastructure that begins to tie learning to business impact. We’ll also explore how to identify the right data sources for your organization and how to store data in a centralized, integrated, automated and scalable environment. Supporting learning objectives/session takeaways: Determine the data sources that are appropriate for your organization. Understand your needs for data storage and usage. Identify next steps for collecting and storing data.

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Frequently Asked Questions

5. Measurement & Evaluation:
Using Business Data to Show Business
Impact
Kristin Cassino and Mike Reed

6. Measurement & Evaluation… Our Journey
6
We spent years developing a holistic
approach to “M&E”
• An automated, scalable process and
methodology to integrate learning, talent and
business data to demonstrate how learning
influences business results.
• A process and infrastructure to gather
learning and business metrics
• Uncovers opportunities to improve the
effectiveness of learning
• A tool to be a closer strategic partner
Today’s discussion focuses on the data and how
it integrates into our overall methodology

7. 62%
59%
56%
50%
49%
47%
47%
41%
38%
37%
Most difficult measurement challenges
7
Bersin by Deloitte, 2015
Lack of integration between LMS and related systems
Difficulty connecting learning to business outcomes
Inadequate tools for reporting/analyzing data
Difficulty capturing data from informal learning activities
Lack of a mature learning culture
Limited funding or resources
Time required/volume or frequency of reporting requirements
Lack of clear methodologies (not sure where to start)
Limited support from managers/leaders
Shortage of people with the right skills sets/capabilities

8. CENTRALIZED
Four Types of Data Infrastructure Needs
BUSINESS
DATA
OPERATIONAL
DATA
TALENT
DATA
LEARNING
DATA
INTEGRATED
AUTOMATED SCALABLE

9. ˜ Quality Data
(e.g. Audit)
˜ Production Data
(e.g. Salesforce)
˜ Service Center
KPIs
˜ Actives
˜ Hires
˜ Terminations
˜ Movement –
Advancement
˜ Movement –
Mobility
˜ Performance Rating
˜ Performance Objectives
˜ Recognition
˜ Recruiting
˜ Employee Opinion Survey
˜ MCDC
˜ Configio
˜ SharePoint Online ˜
˜ myVideo
˜ Inkling (NI Claims)
˜ LinkedIn Learning
˜ Surety On Demand
˜ Surety YOU
˜ Web Server
˜ PowerApps ˜
˜ Documentum
˜ Vault/LAN
˜ LS Survey Analytics
˜ TA Survey Analytics/
Exit Surveys
˜ Tests
˜ PCT
- Grouping
- Deliverables
- Projects
˜ Timesheets
˜ Legal Review
˜ Graphics
˜ Edit
˜ Transition from
server to cloud
Data Sources and Systems
9
Claims
Service
Underwriting
Response
(feedback,
surveys)
Talent
Data
Business
Data
ManagementActivity
(deployment,
operations)
Content
Management

10. Example: Measurement & Evaluation (M&E)
Demonstrates Impact for Specific Projects
10
Aligning Training
to the Business
Metric
Previous program
2017
Updated program
2018
Average handle time 5% within compliance 73% within compliance
Quality 31% within quality standard 88% within quality standard
Lead generation 7% 40%
Promotions 0 13
Attrition 27 4
Reduced onboarding training by 2 weeks
Saved onboarding time = $90k savings per year
Implementing virtual and mentor-led facilitation saves $30k per year

11. DevelopmentProcess Improvement Efficiency
Claims Success Academy
participants have
retention rate
95%
55%
Out of Sequence Endorsements
process improvement and training
has helped save
$1.5m
From 2017-2020
UW/UA Academies strengthen business
through efficiency and engagement
QA between COE and
UW decreased by
55%
faster policy completion
3,555 fewer missing data
elements resulting in
Have been
promoted since
attending the
academy
Example: M&E Shows Impact on Business
Outcomes, Moves Into Organizational Impact
Post Graduation, College Hires Outperform
Experienced Hires
% Achieving 10+ PCM After 5 years
60%
50%
New Hires Experienced Hires
Retention of College Hires Exceeds
Experienced Hires
Retention After 5 years
15%
10%
New Hires Experienced Hires
College Hires are More Mobile than
Experienced Hires
% Transferring to other roles
BUSINESSIMPACTORGIMPACT
80%
40%
New Hires Experienced Hires

12. Example: M&E Allows Comparison to
Industry Performance
Cost per Learning Hour
$55
$86
Learning Services
Learning Industry
Average
Content Distribution
Continuous Improvement
Level 3
Level 4
Level 2
Level 1
Learning Organization Maturity Model
2018
2013
1 Learning Industry comparison is to the Banking/Financial/Insurance segment in the Bersin by Deloitte Factbooks
2 Does not include Corporate Learning Functions (e.g. Leadership & Management Development, Compliance, IT)
Technology Leverage
0%
20%
40%
60%
80%
100%
2015 2016 2017
Classroom
eLearning
Virtual
Other
0%
50%
100%
2015 2016 2017
CI Technical
Other Technical
Leadership &
Mgmt
Other Corporate
2016 2017 2018
2016 2017 2018

13. ► Take a broad view of talent
► Go granular for data
► Master Extract Transfer Load (ETL)
► General Data Protection Regulation (GDPR) —
depersonalize data
► Solve for the general case
Helpful Hints

14. AQ&

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CHOOSE YOUR OWN SOFT SKILLS TRAINING
ADVENTURE: THE CULTURE, TECHNOLOGY,
AND ROI OF EMPATHY
Tuesday, October 8, 2019
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