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Whitepaper




      Performance-Driven
      Learning: Putting the Horse
      Before the Cart to Lead
      Organizational Growth
      Automating Employee Development Based on
      Performance Objectives with Integrated Talent
      Management Technology

      A SumTotal Whitepaper
      January 2011


      e-Learning Is Back, and This Time We Need It
      The momentum of e-Learning in the late 1990’s was fueled by the goal of “providing
      on-demand learning where and when employees needed it most—on the job.”
      However the approach to how learning and development was defined, specifically                     Definition
      as learning-for-learning’s-sake, fell short for one critical reason: it did not consider the
      strategic vision of developing talent while driving overall organizational performance.
      The concept of “performance-driven learning” is key to successfully managing
      employee development that impacts your organization’s bottom line and gains
                                                                                                         Putting the “horse
      the highest return on your learning and development investment.
                                                                                                      before the cart” means
      e-Learning has made a comeback, in part because many organizations are                         performance must drive
      recognizing the inherent need to link learning to other areas of workforce                      development goals and
      management, such as performance management and succession planning.                             learning priorities - not
                                                                                                     the other way around, or
      Linking your learning initiatives with key performance indicators and aligning
                                                                                                       one without the other.
      human capital resources with organizational objectives is the critical step to
      achieving organizational success.
      Today, forward thinking human resources (HR) executives are viewing learning
      management as a strategic component of their overall talent management
      mission, and leveraging integrated talent management application suites as their
      vehicle to drive optimum employee performance.




                                                                                                     Whitepaper


www.sumtotalsystems.com                                                                                                           1
Performance-Driven Learning: Putting the Horse
Before the Cart to Lead Organizational Growth



      Putting the Horse Before the Cart
      Peter Senge’s vision of organizational learning and systems provided a foundation for
      how organizations should view learning holistically. In order to achieve the objective
      of improving on-the-job behavior that supports business strategy and strategic goals,
      organizations must link learning and development to performance and organizational
      goals. This is a key requirement for every organization that invests in developing its
      workers to maintain retention and impact future organizational growth.
      In successful organizations today, putting the “horse before the cart” means
      performance must drive development goals and learning priorities – not the other
      way around, or one without the other. Learning management should be less
      about coordinating resources and serving up just-in-time courseware, and more
      about how worker development is intrinsically a part of a larger organizational
      development process – the process of nurturing talent and driving performance
      to impact the bottom line.
      Some organizations have reorganized their HR and training departments to be
      led by a Chief Learning Officer (CLO), with learning management and leadership
      development reporting to the CLO along with other learning specialists. The
      danger of this approach is that an organization can lose the necessary drivers
      (such as performance goals and competency requirements) that lead to increasing
      employee skill levels that are linked directly with organizational objectives and priorities.

      The Ideal Scenario
      The strategic view of nurturing talent includes prioritizing and defining development                         Goal
      plans based on the needs of both the individual and the organization. The ideal                            Alignment

      scenario includes the following:
             • Key organizational objectives are cascaded across the enterprise
                                                                                                      Personalized     360 Multi-source
             • Individual performance goals are linked to organizational
                                                                                                        Learning          Feedback
               objectives to ensure focused direction
             • Competencies are defined and used as the basis for job profiles
             • 360 feedback from peers and managers highlight competency
                                                                                                         Development      Gap
               gaps and additional focus for individual development                                         Plans        Analysis
             • Skill gaps identified from job profiles and talent profiles highlight
               other potential deficiencies
             • Learning priorities and development plans are based on these
               jointly developed performance goals from the identified skill and
               competency gaps
             • Learning management includes blended solutions (e.g., web-
               based, classroom) to meet the diverse development needs of
               different roles
             • Learning content management enables subject matter experts across
               the organization to easily contribute to learning courseware
             • e-Learning includes personalized learning paths to provide the
               most needed development on demand (just in-time)




www.sumtotalsystems.com                                                                                                             2
Performance-Driven Learning: Putting the Horse
Before the Cart to Lead Organizational Growth


      Taking the cycle a step further, learning and development objectives can be
      tied directly to compensation and incentive programs to further reinforce the
      importance of development programs as they relate to key organizational
      objectives. Learning can also be linked to succession planning to ensure future
      successors are ready and bench strength is adequate to meet the leadership
      needs of the company.
      The holistic view of organizational learning must be considered a key integrated
      component of talent management and incorporate a variety of components for
      learning to play a strategic role in organizations.

      Strategic Talent Management System Components
      The primary talent management processes and system components for successfully
      linking performance and development include:

            •	   Workforce Planning: Plans, schedules, budgets, tracks,
                 and allocates employee resources

            •	   Hiring & Recruiting: Streamlines the entire hiring lifecycle
                 from requisition to candidate selection

            •	   Succession Planning: Identifies, prepares, and tracks
                 high potential employees for promotion




            •	   Career Development: Enables competency-based employee
                 development and career planning

            •	   Learning Management: Automates and manages Web-
                 and classroom-based employee learning and training

            •	   Performance Management: Optimizes performance
                 management processes and aligns employee development
                 and goals with corporate objectives




www.sumtotalsystems.com                                                                  3
Performance-Driven Learning: Putting the Horse
Before the Cart to Lead Organizational Growth


             •	   Compensation Management: Simplifies planning, modeling,
                  budgeting, and analysis of compensation policies

             •	   360 Feedback: Automates the entire 360 coaching and
                  employee development process

             •	   Social Collaboration: Enables new forms of collaboration,
                  learning, community development, and networking

             •	   HR Management: An enterprise-level HRMS that centralizes,
                  consolidates, and integrates key HR information

             •	   Workforce Analytics: Provides analysis of workforce
                  metrics and key performance indicators

      Integration is Critical
      True talent management system integration, versus integration through bolted-
      on technology, is crucial to get the most from a learning management process.
      Decentralized and disconnected HR data can degrade the employee development
      process and present an incomplete view of development achievements and
      talent performance. Integration should include at a minimum performance and
      goal management, competencies, 360 feedback, succession planning, and
      learning management.
      Development priorities must be linked with performance goals and organizational
      objectives. Courses need to be aligned with competencies for effective learning
      automation. All behavioral assessments are linked to individuals and their
      positions, and are related through a competency framework. This competency
      framework is the common thread that provides the basis for various talent
      management suites to support an integrated process. For example, employees
      can sign up for courses that relate to the skill gaps identified from 360 feedback
      assessments or recognized during the hiring process. Managers can then
      monitor the effectiveness of learning in meeting the organization’s goals.
      Learning initiatives are best viewed as the derivative actions defined by the other
      talent management processes. Change last sentence to: When evaluating talent
      management system options, seek solution vendors that provide a complete solution
      and have proven successful customer deployments.

      Blended Learning Approach
      Successful learning implementations must also strive for a blended approach
      to development to meet the diverse needs of different types of learners and
      skill requirements.
      An optimal blended learning approach must be capable of delivering and managing a
      wide range of learning experiences and resources such as classroom courses, third-
      party seminars, on-the-job training activities, publications, audio and video materials,
      online courseware, virtual classrooms, video conferencing, online coaching and
      mentoring, online collaboration, and other online resource libraries.




www.sumtotalsystems.com                                                                          4
Performance-Driven Learning: Putting the Horse
Before the Cart to Lead Organizational Growth


      There are typically three groups of courses to support the major areas of
      development.


              •	 Soft-Skill Development: Targets the improvement of the
                 individual’s competencies and behaviors

              •	 Functional Skill Development: Targets the employee’s
                 improvement of “hard skills” such as software skills or other
                 functional skills like accounting

              •	 Compliance Development: Compliance content that
                 includes compliance training, such as safety training,
                 harassment training, and/or diversity training. This type of
                 training supports regulatory as well as legal requirements.
                 Learning automation tracks compliance training, and keeps
                 a record for future reference. For some organizations,
                 management of compliance needs is justification alone for
                 automating learning


      Within a truly integrated talent management suite, automated learning reports
      provide management with visibility into training cost-effectiveness and how
      training is linked to performance indicators. Measuring who has taken what
      classes provides the ability to track skill improvements and an employee’s
      progress, as well as how they are supporting their performance goals.
      Learning automation maximizes the training dollars spent by ensuring that
      courses represented in the course catalog are relevant to the objectives of the
      organization. For example, if six of the same management courses only reach fifty
      percent attendance, an organization can make the decision to cut the number of
      courses the following quarter.

      Successful Implementations
      Automating learning should not be viewed as simply providing a course catalog
      and scheduling tool that is filtered for the various roles in the enterprise. In
      leading organizations, it is viewed as a people-centric process that can link with
      other strategic initiatives and deliver content based on requirements defined by
      desired employee behavior and goals.
      In a succession planning process, for example, the various required learning
      interventions are not defined by filtering a course catalog, but by providing
      meaningful courses and content relative to the individual’s dynamic development
      plan and career goals. An integrated talent management system helps facilitate
      the cultural change of the learning process, increase the value of the learning
      content, and provide an optimal learning experience.




www.sumtotalsystems.com                                                                    5
Performance-Driven Learning: Putting the Horse
Before the Cart to Lead Organizational Growth


      For a successful implementation, start by selecting a project team comprised of
      both internal and solution provider members who are committed to focusing their
      time, effort, and attention on executing the project regardless of obstacles. Include
      representatives from HR, Training, Compliance, Performance, Finance, IT and
      functional areas on the team. Roles and responsibilities of each internal and
      solution provider team member must be clearly defined.
      Most importantly, have a team leader and project champion who understands
      the cross-functional requirements and can expedite rapid decisions. Relying on
      a committee (or any combination of multiple people) for making these decisions can
      consume a great deal of time and unnecessarily extend the deployment time table.
      Have reports in place from the very beginning of the rollout to track trends and patterns
      in utilization and acceptance by learners. Use this information to spot problems and
      guide remedial action related to courses, students, and the rollout plan.
      Conclusion
      Automating the learning process, while linking it with other strategic talent
      management components, is critical for improving organizational performance.
      Simply tracking learning participation and effectiveness is not enough to meet the
      CEO’s and other executives’ goals of driving business performance, impacting
      the bottom line, and increasing shareholder value.
      Successful organizations are leveraging complete talent management application
      suites to achieve more than just process automation. Organizations are turning
      to talent management suites to link strategic functions such as goal alignment,
      performance management, competencies, compensation, development, and
      succession planning. By linking these critical components, your organization
      can better manage, motivate, reward, and improve the skills of every individual
      employee across your organization.




www.sumtotalsystems.com                                                                           6
Performance-Driven Learning: Putting the Horse
 Before the Cart to Lead Organizational Growth



               Authored By
               Christopher Faust, Chief Marketing Officer, SumTotal Systems, Inc.
               For more information, contact cfaust@sumtotalsystems.com.
               About SumTotal
               SumTotal Systems, Inc. is the global leader in complete talent management
               software that enables organizations to more effectively drive business strategy.
               Recognized by industry analysts as the most comprehensive talent management
               solution, SumTotal provides full employee lifecycle management, including a core
               system of record, from a single provider for improved business intelligence. The
               company offers customers of all sizes and in all industries the most flexibility and
               choice with multiple purchase, configuration, and deployment options. With more
               than 1,800 customers and 25 million users worldwide, we have increased the
               performance of the world’s largest organizations.
               For more information, or to request a demonstration, please call +1-866-766-6825
               (US / Canada), +1 352 264 2800 (international) or visit www.sumtotalsystems.com




Corporate Headquarters           EMEA                          APAC
SumTotal Systems, UK             SumTotal Systems, UK          SumTotal Systems India Pvt. Ltd.   © 2010 SumTotal Systems, Inc. All rights reserved. SumTotal, the SumTotal
2850 NW 43rd Street              59-60 Thames Street           7th Floor Maximus Towers           logo, ResultsOnDemand, and ToolBook are registered trademarks or trademarks
Suite #200                       Windsor, Berkshire            Building 2B, Mind Space            of SumTotal Systems, Inc. and/or its affiliates in the United States and/or
Gainesville, FL 32606 USA        United Kingdom, SL4 1TX       Raheja IT Park, Cyberabad          other countries. Other names may be trademarks of their respective owners.
Tel: +1 352 264 2800             Phone: +44 (0) 1753 211 900   Hyderabad, AP- 500081, India       10_1222LS
Fax: +1 352 264 2801             Fax: +44 (0) 1753 211 901     Phone: +91 (0) 40 6695 0000
                                                               Fax: +91 (0) 40 2311 2727




www.sumtotalsystems.com                                                                                                                                                     7

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Performance-driven Learning: Putting the Horse Before the Cart To Lead Organizational Growth

  • 1. Whitepaper Performance-Driven Learning: Putting the Horse Before the Cart to Lead Organizational Growth Automating Employee Development Based on Performance Objectives with Integrated Talent Management Technology A SumTotal Whitepaper January 2011 e-Learning Is Back, and This Time We Need It The momentum of e-Learning in the late 1990’s was fueled by the goal of “providing on-demand learning where and when employees needed it most—on the job.” However the approach to how learning and development was defined, specifically Definition as learning-for-learning’s-sake, fell short for one critical reason: it did not consider the strategic vision of developing talent while driving overall organizational performance. The concept of “performance-driven learning” is key to successfully managing employee development that impacts your organization’s bottom line and gains Putting the “horse the highest return on your learning and development investment. before the cart” means e-Learning has made a comeback, in part because many organizations are performance must drive recognizing the inherent need to link learning to other areas of workforce development goals and management, such as performance management and succession planning. learning priorities - not the other way around, or Linking your learning initiatives with key performance indicators and aligning one without the other. human capital resources with organizational objectives is the critical step to achieving organizational success. Today, forward thinking human resources (HR) executives are viewing learning management as a strategic component of their overall talent management mission, and leveraging integrated talent management application suites as their vehicle to drive optimum employee performance. Whitepaper www.sumtotalsystems.com 1
  • 2. Performance-Driven Learning: Putting the Horse Before the Cart to Lead Organizational Growth Putting the Horse Before the Cart Peter Senge’s vision of organizational learning and systems provided a foundation for how organizations should view learning holistically. In order to achieve the objective of improving on-the-job behavior that supports business strategy and strategic goals, organizations must link learning and development to performance and organizational goals. This is a key requirement for every organization that invests in developing its workers to maintain retention and impact future organizational growth. In successful organizations today, putting the “horse before the cart” means performance must drive development goals and learning priorities – not the other way around, or one without the other. Learning management should be less about coordinating resources and serving up just-in-time courseware, and more about how worker development is intrinsically a part of a larger organizational development process – the process of nurturing talent and driving performance to impact the bottom line. Some organizations have reorganized their HR and training departments to be led by a Chief Learning Officer (CLO), with learning management and leadership development reporting to the CLO along with other learning specialists. The danger of this approach is that an organization can lose the necessary drivers (such as performance goals and competency requirements) that lead to increasing employee skill levels that are linked directly with organizational objectives and priorities. The Ideal Scenario The strategic view of nurturing talent includes prioritizing and defining development Goal plans based on the needs of both the individual and the organization. The ideal Alignment scenario includes the following: • Key organizational objectives are cascaded across the enterprise Personalized 360 Multi-source • Individual performance goals are linked to organizational Learning Feedback objectives to ensure focused direction • Competencies are defined and used as the basis for job profiles • 360 feedback from peers and managers highlight competency Development Gap gaps and additional focus for individual development Plans Analysis • Skill gaps identified from job profiles and talent profiles highlight other potential deficiencies • Learning priorities and development plans are based on these jointly developed performance goals from the identified skill and competency gaps • Learning management includes blended solutions (e.g., web- based, classroom) to meet the diverse development needs of different roles • Learning content management enables subject matter experts across the organization to easily contribute to learning courseware • e-Learning includes personalized learning paths to provide the most needed development on demand (just in-time) www.sumtotalsystems.com 2
  • 3. Performance-Driven Learning: Putting the Horse Before the Cart to Lead Organizational Growth Taking the cycle a step further, learning and development objectives can be tied directly to compensation and incentive programs to further reinforce the importance of development programs as they relate to key organizational objectives. Learning can also be linked to succession planning to ensure future successors are ready and bench strength is adequate to meet the leadership needs of the company. The holistic view of organizational learning must be considered a key integrated component of talent management and incorporate a variety of components for learning to play a strategic role in organizations. Strategic Talent Management System Components The primary talent management processes and system components for successfully linking performance and development include: • Workforce Planning: Plans, schedules, budgets, tracks, and allocates employee resources • Hiring & Recruiting: Streamlines the entire hiring lifecycle from requisition to candidate selection • Succession Planning: Identifies, prepares, and tracks high potential employees for promotion • Career Development: Enables competency-based employee development and career planning • Learning Management: Automates and manages Web- and classroom-based employee learning and training • Performance Management: Optimizes performance management processes and aligns employee development and goals with corporate objectives www.sumtotalsystems.com 3
  • 4. Performance-Driven Learning: Putting the Horse Before the Cart to Lead Organizational Growth • Compensation Management: Simplifies planning, modeling, budgeting, and analysis of compensation policies • 360 Feedback: Automates the entire 360 coaching and employee development process • Social Collaboration: Enables new forms of collaboration, learning, community development, and networking • HR Management: An enterprise-level HRMS that centralizes, consolidates, and integrates key HR information • Workforce Analytics: Provides analysis of workforce metrics and key performance indicators Integration is Critical True talent management system integration, versus integration through bolted- on technology, is crucial to get the most from a learning management process. Decentralized and disconnected HR data can degrade the employee development process and present an incomplete view of development achievements and talent performance. Integration should include at a minimum performance and goal management, competencies, 360 feedback, succession planning, and learning management. Development priorities must be linked with performance goals and organizational objectives. Courses need to be aligned with competencies for effective learning automation. All behavioral assessments are linked to individuals and their positions, and are related through a competency framework. This competency framework is the common thread that provides the basis for various talent management suites to support an integrated process. For example, employees can sign up for courses that relate to the skill gaps identified from 360 feedback assessments or recognized during the hiring process. Managers can then monitor the effectiveness of learning in meeting the organization’s goals. Learning initiatives are best viewed as the derivative actions defined by the other talent management processes. Change last sentence to: When evaluating talent management system options, seek solution vendors that provide a complete solution and have proven successful customer deployments. Blended Learning Approach Successful learning implementations must also strive for a blended approach to development to meet the diverse needs of different types of learners and skill requirements. An optimal blended learning approach must be capable of delivering and managing a wide range of learning experiences and resources such as classroom courses, third- party seminars, on-the-job training activities, publications, audio and video materials, online courseware, virtual classrooms, video conferencing, online coaching and mentoring, online collaboration, and other online resource libraries. www.sumtotalsystems.com 4
  • 5. Performance-Driven Learning: Putting the Horse Before the Cart to Lead Organizational Growth There are typically three groups of courses to support the major areas of development. • Soft-Skill Development: Targets the improvement of the individual’s competencies and behaviors • Functional Skill Development: Targets the employee’s improvement of “hard skills” such as software skills or other functional skills like accounting • Compliance Development: Compliance content that includes compliance training, such as safety training, harassment training, and/or diversity training. This type of training supports regulatory as well as legal requirements. Learning automation tracks compliance training, and keeps a record for future reference. For some organizations, management of compliance needs is justification alone for automating learning Within a truly integrated talent management suite, automated learning reports provide management with visibility into training cost-effectiveness and how training is linked to performance indicators. Measuring who has taken what classes provides the ability to track skill improvements and an employee’s progress, as well as how they are supporting their performance goals. Learning automation maximizes the training dollars spent by ensuring that courses represented in the course catalog are relevant to the objectives of the organization. For example, if six of the same management courses only reach fifty percent attendance, an organization can make the decision to cut the number of courses the following quarter. Successful Implementations Automating learning should not be viewed as simply providing a course catalog and scheduling tool that is filtered for the various roles in the enterprise. In leading organizations, it is viewed as a people-centric process that can link with other strategic initiatives and deliver content based on requirements defined by desired employee behavior and goals. In a succession planning process, for example, the various required learning interventions are not defined by filtering a course catalog, but by providing meaningful courses and content relative to the individual’s dynamic development plan and career goals. An integrated talent management system helps facilitate the cultural change of the learning process, increase the value of the learning content, and provide an optimal learning experience. www.sumtotalsystems.com 5
  • 6. Performance-Driven Learning: Putting the Horse Before the Cart to Lead Organizational Growth For a successful implementation, start by selecting a project team comprised of both internal and solution provider members who are committed to focusing their time, effort, and attention on executing the project regardless of obstacles. Include representatives from HR, Training, Compliance, Performance, Finance, IT and functional areas on the team. Roles and responsibilities of each internal and solution provider team member must be clearly defined. Most importantly, have a team leader and project champion who understands the cross-functional requirements and can expedite rapid decisions. Relying on a committee (or any combination of multiple people) for making these decisions can consume a great deal of time and unnecessarily extend the deployment time table. Have reports in place from the very beginning of the rollout to track trends and patterns in utilization and acceptance by learners. Use this information to spot problems and guide remedial action related to courses, students, and the rollout plan. Conclusion Automating the learning process, while linking it with other strategic talent management components, is critical for improving organizational performance. Simply tracking learning participation and effectiveness is not enough to meet the CEO’s and other executives’ goals of driving business performance, impacting the bottom line, and increasing shareholder value. Successful organizations are leveraging complete talent management application suites to achieve more than just process automation. Organizations are turning to talent management suites to link strategic functions such as goal alignment, performance management, competencies, compensation, development, and succession planning. By linking these critical components, your organization can better manage, motivate, reward, and improve the skills of every individual employee across your organization. www.sumtotalsystems.com 6
  • 7. Performance-Driven Learning: Putting the Horse Before the Cart to Lead Organizational Growth Authored By Christopher Faust, Chief Marketing Officer, SumTotal Systems, Inc. For more information, contact cfaust@sumtotalsystems.com. About SumTotal SumTotal Systems, Inc. is the global leader in complete talent management software that enables organizations to more effectively drive business strategy. Recognized by industry analysts as the most comprehensive talent management solution, SumTotal provides full employee lifecycle management, including a core system of record, from a single provider for improved business intelligence. The company offers customers of all sizes and in all industries the most flexibility and choice with multiple purchase, configuration, and deployment options. With more than 1,800 customers and 25 million users worldwide, we have increased the performance of the world’s largest organizations. For more information, or to request a demonstration, please call +1-866-766-6825 (US / Canada), +1 352 264 2800 (international) or visit www.sumtotalsystems.com Corporate Headquarters EMEA APAC SumTotal Systems, UK SumTotal Systems, UK SumTotal Systems India Pvt. Ltd. © 2010 SumTotal Systems, Inc. All rights reserved. SumTotal, the SumTotal 2850 NW 43rd Street 59-60 Thames Street 7th Floor Maximus Towers logo, ResultsOnDemand, and ToolBook are registered trademarks or trademarks Suite #200 Windsor, Berkshire Building 2B, Mind Space of SumTotal Systems, Inc. and/or its affiliates in the United States and/or Gainesville, FL 32606 USA United Kingdom, SL4 1TX Raheja IT Park, Cyberabad other countries. Other names may be trademarks of their respective owners. Tel: +1 352 264 2800 Phone: +44 (0) 1753 211 900 Hyderabad, AP- 500081, India 10_1222LS Fax: +1 352 264 2801 Fax: +44 (0) 1753 211 901 Phone: +91 (0) 40 6695 0000 Fax: +91 (0) 40 2311 2727 www.sumtotalsystems.com 7