Developing Human Capital: Using Analytics to Plan and Optimize Your Learning and Development Investments -- Copyright -- Wiley & SAS Business Series -- Contents -- Foreword -- Preface -- Acknowledgments -- Introduction -- Show Me the Money -- Learning Metrics Are Business Metrics -- Understand the Business -- Be the Business -- On the Horizon and Beyond -- Note -- Chapter 1: The New Workforce -- Defining the Generations -- Projected Gaps as the Generations Shift -- Chasing Down Retirement -- Changing the Way We Work -- Technology -- Economy -- Globalization -- Demographics -- Are Virtual Workplaces Here to Stay? -- What Can Learning Leaders Do? -- Summary -- Note -- Chapter 2: The Need for a Strategy -- Measurement as an Intentional Process -- Continuum of Analytics -- Anecdotes -- Scorecards and Dashboards -- Benchmarks -- Correlations and Causation -- Predictive Analytics and Optimization -- Continuum of Learning and Development Analytics -- Summary -- Note -- CaseStudy: A Measurement Strategy in Action: Pfizer -- Background -- The Need for a Strategy -- Creating a Strategy -- Taking Action -- Alignment -- A Culture of Measurement -- Improve Postcourse Evaluations -- Improve Course Assessments -- Next Steps -- Chapter 3: Establishing a Measurement Framework -- Measurement Frameworks -- A Practical Measurement Framework for Learning -- Summary -- Note -- CaseStudy: Improving Collectors' Skills: AT&T -- Business Issue -- Business Situation -- Business Goals -- Consequences of Inaction -- Challenge for AT&T Learning Services -- Learning Services Goals -- Develop New Vision -- Determine Skill Needs -- Determine Measures of Success -- Training Design Approach -- Address Two Populations through Life Cycle of Change -- Focus on One Vision -- Focus on Management Skills -- Ensure Buy-In and Engagement -- Focus on the Learners.

Address Life Cycle of Change -- Training Design Content -- Human Connection Workshops -- Human Connection -- Developing Extraordinary Performers (DeEP) -- DeEP Engagement Techniques -- DeEP Engagement Techniques Design -- Execution -- Preview Workshops -- Delivery -- Cultural Considerations -- Instructor Delivery Skills -- Coaching and Reinforcement -- Reinforcement Tools -- Results -- Human Connection: Levels 1 to 4 Evaluations -- DeEP: Levels 1 to 3 Evaluations -- Human Connection Results (Levels 1 to 3) -- Human Connection Results (Level 4) -- DeEP Results (Levels 1 to 3) -- DeEP Engagement Techniques Results (Levels 1 to 3) -- DeEP: Manager Comments -- DeEP Engagement Techniques: Manager Comments -- Conclusion -- Learning Services Achievements -- Overall Results -- Chapter 4: Planning for Success -- Purpose and Political Will -- Skills and Capabilities -- Tools and Technology -- Data -- Taking Inventory: What It Takes -- Developing the Plan: Measurement Blueprints -- Summary -- Note -- CaseStudy: A Culture of Measurement: Chrysler Academy -- Background -- It Started with a Plan -- Fast-Forward -- Measurement Framework -- Responsive and Relevant -- Chapter 5: Curriculum Alignment -- Goal: To Close the Skill Gaps -- The Performance Map -- How We Learn from High Performers -- Quantifying the Gap -- Aligning and Prioritizing the Curriculum -- Beyond Curricula -- Summary -- CaseStudy: Performance Analytics for an Aligned Curriculum: VW Credit, Inc. -- Background -- The Approach -- Building the Map -- Communicating the Gap Assessment Survey -- Quantifying the Gaps -- Making Changes -- Beyond Training -- Chapter 6: Measurement Alignment -- Alignment Wanted -- Maps-An Old Idea, a New Application -- What Is a Measurement Map? -- What Does a Measurement Map Look Like? -- Building a Measurement Map -- Defining the Data -- Summary.

CaseStudy: Showing Learning's Alignment with the Business: VW Credit, Inc. -- Background -- The Approach -- Building the Map -- Aligning with the Business -- Chapter 7: Improving on the Basics -- The Basics -- Improving Level 1 -- Content -- Design -- Improving Level 2 -- Performance-Based Learning Objectives -- Alignment of Tests with Learning Objectives -- Guidelines for Multiple Choice Questions -- Improving the Analysis -- Data Collection -- The Denominator -- The Power of Segmentation -- Summary -- Note -- CaseStudy: Leadership Program at a Fortune 500 Financial Company -- Background -- The Investment -- The Basis for the Study Design -- Finding the Impact of Leadership Development -- Valuing Engagement -- Valuing Retention -- Valuing Promotion Rate -- Preliminary Results -- Chapter 8: Hard Evidence Using Advanced Analytics -- The Quest for Isolated Impact -- Causation: What Really Drives Performance? -- Isolating the Impact: Improving Levels 4 and 5 -- Test and Control Groups -- Prior Performance -- A Gentle Guide to the Statistics of Causation -- Statistical Modeling and Significance -- Isolation and the Analytics Continuum -- Summary -- Note -- CaseStudy: Achieving Business Impact at a Major Utility Company -- Challenge and Learning Investment -- Was It Working? -- The Evaluation -- The Impact -- Performance Ratings -- Turnover -- Merit Pay -- Optimizing the Investment -- CaseStudy: Hard Evidence Using Advanced Analytics: Valuing Training at Defense Acquisition University -- Background -- Designing the Study -- The Findings -- Continuing the Journey -- Note -- Chapter 9: Optimization through Predictive Analytics -- Predictive Analytics -- How to Optimize Investments -- Getting the Data for Optimization -- Predictive Analytics-A Learning Game Changer -- Pioneers of Predictive Analytics in Human Resources -- Conclusion -- Note.

CaseStudy: Optimizing Performance Management: VF Corporation -- Background -- The Study -- Phase One -- Phase Two -- Phase Three -- Conclusion -- Chapter 10: In Conclusion-Get Started -- Note -- Appendix A: Talent Development Reporting Principles (TDRp): Managing Learning Like a Business to Deliver Greater Impact, Effectiveness, and Efficiency -- What Does TDRp Provide? -- The Home of TDRp -- Assumptions -- The Framework -- Guiding Principles -- Standard Measures -- Three Standard Statements -- The Outcome Statement -- The Effectiveness Statement -- The Efficiency Statement -- The Three Statements -- The Three Reports -- The L&D Summary Report -- The Program (or Initiative) Report -- The L&D Operations Report -- The Three Reports -- Conclusion -- Appendix B: What It Takes -- Appendix C: Measurement Plan: Blueprints for Measurement -- Appendix D: Using Bloom's Taxonomy -- Appendix E: Guidelines for Creating Multiple Choice Questions -- Appendix F: Getting Your Feet Wet in Data: Preparing and Cleaning the Data Set -- Data Privacy and Encryption -- Getting Your Feet Wet in the Data -- What Tools to Use -- The Data Log -- Verifying Completeness -- Confirming Your Data Quality -- Cleaning Up the Data -- Dates -- Dealing with Outliers -- Combining Multiple Data Sources -- Looking for Problems, and Suggestions for Dealing with Common Ones -- The Sniff Test -- Naming Conventions for the Data -- Dealing with Missing Data -- Transforming One Variable Into Another -- Difference Variables -- Percentage Scaled Variables -- Currency Value Variables -- Appendix G: How Many Participants Do You Need in a Study? -- Glossary -- About the Authors -- Index -- End User License Agreement.