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Wednesday, April 25th
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ROI Analysis of Training Programs & Talent Development Initiatives
Presented by: Adrienne Wheeler, Member & Community Relations (HR) Group Manager, Talent Acquisition & Development – Leveraged Furniture Operations, HNI Corporation.
LinkedIn: https://www.linkedin.com/in/adrienne-wheeler-phr-shrm-cp-33b6a23/
At HNI, specifically looking at the Leveraged Furniture Operations areas of our business, we have been on a journey…really an evolution.
Back in 2009/2010 HNI implemented a robust talent management process that included differentiating and segmenting our professional talent for the purposes of succession planning looking at both performance achievement and potential to grow within leadership. The reason I describe this as an evolution is that, back when we started we had great process (we are a lean manufacturing organization after all!) and tools but our focus was more on the differentiation then the actions or behaviors as outcomes. We weren’t tracking metrics associated with the process and weren’t holding ourselves accountable to the “what”. We didn’t focus on things like the growth of certain talent pools/successor pools or actions being taken on under performers…we weren’t looking at our promotion rates within talent segments or average time to promotion. Additionally we weren’t using member individual development plan (IDP) data to drive training needs analysis or to understand aspirations and gaps within member aspiration.
Fast forward to 2018 and, as I sit here now planning our Spring 2018 talent review process kick off, we are 100% focused on driving change, actions and accountability.
In this session I will show examples of various metrics we track and how they drive behaviors within our talent management process, how HR partners with the business on accountability metrics and how we have evolved our thinking around defining the ROI within our succession planning process.
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