ATD Blog

An Integrated Talent Management Scorecard Model

Friday, August 23, 2013

The ASTD Competency Model released in May of 2013 emphasizes specific areas of expertise needed by training and development professionals. One of those areas is integrated talent management (ITM), and there are several behaviors within the ITM competency.

The specific behavior that ties to today’s blog topic on ITM scorecards is “use talent management analytics to show results and impact.” How would you rate your competence in using talent management analytics to show results and impact? Is it a strength or development area?

In our upcoming ASTD Press book, Integrated Talent Management Scorecards: Insights From World-Class Organizations on Demonstrating Value (coming in September 2013), a ITM scorecard model is introduced that has three tiers of micro and macro scorecards. These scorecards are excellent tools to help you use ITM analytics to show results and impact.

Here’s a closer look at the three levels of integrated talent management scorecards.

  1. Organizational Macro Scorecard: This scorecard is created at the ITM organization-level and is directly aligned with business goals and measures, such as revenue, operational costs, customer satisfaction, product or service quality, employee engagement, and turnover. It contains a roll-up of the metrics for all talent management functions within the ITM organization. This roll-up shows the overall ITM contribution to each business goal.
  2. Functional Macro Scorecard: This scorecard is created at the talent management functional level, which may include talent acquisition, learning and development, and succession management. The scorecard is aligned with the talent management Organizational Macro Scorecard, but would include additional activity, efficiency, and effectiveness measures specific to the function. It is a roll-up of measures from the talent management Initiative Micro Scorecards.
  3. Initiative Micro Scorecard: This scorecard is aligned with the Functional Macro Scorecard measures and may include additional activity, efficiency, and effectiveness measures of the initiative. Below are examples for initiatives that would each have their own micro scorecards with metrics, including reaction, learning, application, business impact, and ROI data:

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    • workforce planning: identification of strategic, key, core, and transitional roles and implementation of the action plans associated with each role
    • talent acquisition: executive recruiting, recruiting for strategic or key roles, internships, and college recruiting
    • performance management: annual performance review process, quarterly performance review process, individual development plans, and performance improvement plans
    • learning and development: onboarding program, sales training, mentoring programs, career development initiatives, and management development
    • succession management: succession plans, 360-degree feedback, executive coaching, high-potential development program, and job rotations
    • engagement and retention: employee engagement survey, employee resource groups, recognition program, and a diversity initiative.

During our webcast on September 5th, we will present case study examples of how these three levels of scorecards have been implemented in organizations.

Let us know what you think are the development needs of training and development professionals in the area of ITM analytics.

About the Author

Lynn Schmidt has more than 20 years of experience as a talent management and organization development leader in large organizations across multiple industries. She also has more than 15 years of experience as an executive coach and received her coaching credential from the International Coach Federation. Lynn is a sought-after presenter on topics such as leadership development, succession management, learning scorecards, and coaching, and is the author of several publications, including Integrated Talent Management Scorecards. Previously, Lynn was a talent management director at Group Health Cooperative and was responsible for succession management, leadership development, coaching, leader onboarding, and performance management. Lynn has a BS in business administration, an MBA, an MA in human and organizational systems, and a PhD in human and organizational systems. She received the Talent Leadership Award at the World HRD Congress in Mumbai, India, for her contributions to the field of talent development.  

About the Author

Toni Hodges DeTuncq is president of THD & Company, Inc. For the past 20 years, she has concentrated on measuring human performance. Toni has conducted and managed operational systems and group evaluations for corporate, defense-contracting, and government organizations. Toni currently provides consulting services and skill enhancement workshops to help organizations establish accountable and effective evaluation programs. Her current and most recent clients include Bank of America, BAE Systems, BMW Manufacturing, the U.S. Army, and the National Aeronautical Space Administration (NASA). Toni was selected as one of nine "Training's New Guard—2001" by ASTD, and in 2000 the ROI Network named her "Practitioner of the Year." She has published numerous articles, was the editor of Measuring Learning and Performance (ASTD), author of Linking Learning and Performance: A Practical Guide to Measuring Learning and On-the-Job Application (Butterworth-Heinemann), and co-author of Make Training Evaluation Work (ASTD). Most recently, she is co-author of Integrated Talent Management Scorecards (ASTD), available in September 2013.

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