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Impact of L+D in the Boardroom

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Tony Wiggins
Tony Wiggins

This presentation outlined a case study in which HR (strategic business partner) proved its value in improving business results.

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Tonkins 5th Annual Learning and Development Conference Measuring the success of L+D programs for the boardroom Tony Wiggins Queensland Health 28 June 2012
My Contribution Today discuss the HR strategies used at the Queensland Building Services Authority (BSA) and possibly your organisation to influence boardroom decisions through L+D initiatives
Key Points Examine current research about HR presence in the boardroom Discuss the BSA case study that shows L+D supporting boardroom decisions How the Mars Bar influenced the BSA boardroom / executive management
Research Boards - comfortable with people who get the numbers. Perception - HR is short on this, and always has been. Survey < 1% UK's senior executives have HR expertise Hmmm, So what? Board members need to be great leaders. Leaders of people, leaders of innovation, leaders of their industry. Does this require HR expertise? HR role - tools and skills - successful with their people. HR leaders are finding other ways to interface. Korn Ferry Institute
HR has a long history of being a support department, rather than a business player that can provide a measurable ROI.
Getting to the Boardroom HR must be more than HR partners to get to the boardroom HR must be players Coach Architect Designer Facilitator Leader
How can HR define success? What are the issues that can position HR in the boardroom? Attract, retain and motivate talent Change management Innovation Leadership Strategic clarity
Elevating HR to the Boardroom
BSA - A Snapshot established 1992 Queensland government statutory authority sets QLD home building construction standards coordinates completion of defective work provides support, education and advice on homes funded by builders fees 326 employees (2006) head office - Brisbane + 7 regional offices staff - building construction, insurance and legal learning + development function - head office
Integrated Systems Framework Cross Functional BSA Board Improvement Teams Quality Quality Council Executive Quality Assurance Business Certification Approach Team Approach People Learning and Development Customer Customer Continuum Value
L+D Framework - BSA style Drives Business Results HR Metrics Leadership Relationship Organisational Development Management Capability Benchmarking and Research Learning and Development Initiative Smart State Workforce Strategy
The journey begins ...
Taking the first step ... Theory Kirkpatrick Model (Levels 1-4) Outcome + Baseline Data Phillips and Stone (Level 5) Outcome data - measure behavioural and actual Baseline - data available Evaluation Strategy Courses (L4 + L5) Factors/Indicators Period (6, 12, or 24 months) Current market return on cash invested with QTC Isolating Factors Course Design +ve (6) workplace Involve stakeholders in course culture, course content design with external -ve (1) job performance facilitators
Take a reality check ... Set realistic targets - people and metrics Level 4 + 5 consume the most resources ROI reserved for impact business strategies % Programs Evaluated Levels of Evaluation Research BSA Model Model Level 1 Reaction 100% 100% Level 2 Learning 75-90% 75% Kirkpatrick Level 3 Application 40-70% 50% Level 4 Impact 0-20% 20% Phillips + Level 5 ROI 0-20% 20% Stone
Making Sense of the Data Biased free evaluation design, collection and reporting UQ Solid ROI evidence > 24 months Link - design, development, delivery (70:20:10 Rule) ROI - Mediation Skills (QUT) L3 30-50% Learning Transfer 12 monthly refresher courses L4 L5 ROI 750% = $1.89 million
BSA 2006/07 Operating Surplus $8.1 (Savings $1.9M ) x 2 modern homes x 17 building inspectors/12 months x 30 call centre staff/12 months
Success @ Time National Recognition Human Resource Magazine Awards Best Learning & Development Strategy 2004 + 2005 Best HR Champion (CEO) 2005 Best Change Management Strategy (Finalist) 2005 AHRI QLD HR Award Finalist 2005 Organisational ROI Benefits Linked to performance management competencies Lifelong learning culture Leadership Development Pipeline
Critical Success Factors Small flexible agency - change ready Visionary General Manager people as assets Board and Executive sponsorship HR business linked to business goals In-house HR expertise
Impact of L+D in the Boardroom
HR Boardroom Touchpoints Recruitment - Onboarding Leadership and Involve Cultural Fit Culture Everyone Recognition and Interesting and Rewards Fun Workplace Source: BCG Creating People Advantage 2008
Tony Wiggins Team Leader-Special Projects Chief Health Officer, Queensland Health Email: tony_wiggins@health.qld.gov.au

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Impact of L+D in the Boardroom

  • 1. Tonkins 5th Annual Learning and Development Conference Measuring the success of L+D programs for the boardroom Tony Wiggins Queensland Health 28 June 2012
  • 2. My Contribution Today discuss the HR strategies used at the Queensland Building Services Authority (BSA) and possibly your organisation to influence boardroom decisions through L+D initiatives
  • 3. Key Points Examine current research about HR presence in the boardroom Discuss the BSA case study that shows L+D supporting boardroom decisions How the Mars Bar influenced the BSA boardroom / executive management
  • 4. Research Boards - comfortable with people who get the numbers. Perception - HR is short on this, and always has been. Survey < 1% UK's senior executives have HR expertise Hmmm, So what? Board members need to be great leaders. Leaders of people, leaders of innovation, leaders of their industry. Does this require HR expertise? HR role - tools and skills - successful with their people. HR leaders are finding other ways to interface. Korn Ferry Institute
  • 5. HR has a long history of being a support department, rather than a business player that can provide a measurable ROI.
  • 6. Getting to the Boardroom HR must be more than HR partners to get to the boardroom HR must be players Coach Architect Designer Facilitator Leader
  • 7. How can HR define success? What are the issues that can position HR in the boardroom? Attract, retain and motivate talent Change management Innovation Leadership Strategic clarity
  • 8. Elevating HR to the Boardroom
  • 9. BSA - A Snapshot established 1992 Queensland government statutory authority sets QLD home building construction standards coordinates completion of defective work provides support, education and advice on homes funded by builders fees 326 employees (2006) head office - Brisbane + 7 regional offices staff - building construction, insurance and legal learning + development function - head office
  • 10. Integrated Systems Framework Cross Functional BSA Board Improvement Teams Quality Quality Council Executive Quality Assurance Business Certification Approach Team Approach People Learning and Development Customer Customer Continuum Value
  • 11. L+D Framework - BSA style Drives Business Results HR Metrics Leadership Relationship Organisational Development Management Capability Benchmarking and Research Learning and Development Initiative Smart State Workforce Strategy
  • 13. Taking the first step ... Theory Kirkpatrick Model (Levels 1-4) Outcome + Baseline Data Phillips and Stone (Level 5) Outcome data - measure behavioural and actual Baseline - data available Evaluation Strategy Courses (L4 + L5) Factors/Indicators Period (6, 12, or 24 months) Current market return on cash invested with QTC Isolating Factors Course Design +ve (6) workplace Involve stakeholders in course culture, course content design with external -ve (1) job performance facilitators
  • 14. Take a reality check ... Set realistic targets - people and metrics Level 4 + 5 consume the most resources ROI reserved for impact business strategies % Programs Evaluated Levels of Evaluation Research BSA Model Model Level 1 Reaction 100% 100% Level 2 Learning 75-90% 75% Kirkpatrick Level 3 Application 40-70% 50% Level 4 Impact 0-20% 20% Phillips + Level 5 ROI 0-20% 20% Stone
  • 15. Making Sense of the Data Biased free evaluation design, collection and reporting UQ Solid ROI evidence > 24 months Link - design, development, delivery (70:20:10 Rule) ROI - Mediation Skills (QUT) L3 30-50% Learning Transfer 12 monthly refresher courses L4 L5 ROI 750% = $1.89 million
  • 16. BSA 2006/07 Operating Surplus $8.1 (Savings $1.9M ) x 2 modern homes x 17 building inspectors/12 months x 30 call centre staff/12 months
  • 17. Success @ Time National Recognition Human Resource Magazine Awards Best Learning & Development Strategy 2004 + 2005 Best HR Champion (CEO) 2005 Best Change Management Strategy (Finalist) 2005 AHRI QLD HR Award Finalist 2005 Organisational ROI Benefits Linked to performance management competencies Lifelong learning culture Leadership Development Pipeline
  • 18. Critical Success Factors Small flexible agency - change ready Visionary General Manager people as assets Board and Executive sponsorship HR business linked to business goals In-house HR expertise
  • 20. HR Boardroom Touchpoints Recruitment - Onboarding Leadership and Involve Cultural Fit Culture Everyone Recognition and Interesting and Rewards Fun Workplace Source: BCG Creating People Advantage 2008
  • 21. Tony Wiggins Team Leader-Special Projects Chief Health Officer, Queensland Health Email: tony_wiggins@health.qld.gov.au

Editor's Notes

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