Tony Wiggins

Queensland Health28 June 2012

Tonkin’s 5th Annual

Learning and Development Conference

Measuring the success of L+D programs

for the boardroom

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

What are the issues that can position HR in the boardroom?

How can HR define success?

• 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

Executive Quality

BSA Board

Quality Council

Business Approach

Cross Functional Improvement Teams

People

Customer Value

Quality Assurance Certification

Team Approach

Customer Continuum

Learning and Development

L+D Framework - BSA style

Drives Business Results

HR Metrics

LeadershipDevelopment

Relationship Management

Organisational 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)• Phillips and Stone (Level 5)

Factors/Indicators• Current market return on cash

invested with QTC

Evaluation Strategy• Courses (L4 + L5)• Period (6, 12, or 24 months)

Isolating Factors• +ve (6) workplace culture,

course content• -ve (1) job performance

Outcome + Baseline Data• Outcome data - measure

behavioural and actual• Baseline - data available

Course Design• Involve stakeholders in course

design with external facilitators

Take a reality check ...

• Set realistic targets - people and metrics

• Level 4 + 5 consume the most resources

• ROI reserved for impact business strategies

Levels of Evaluation

% Programs Evaluated

Research Model BSA Model

Kirkpatrick

Level 1 Reaction 100% 100%

Level 2 Learning 75-90% 75%

Level 3 Application 40-70% 50%

Level 4 Impact 0-20% 20%

Phillips + Stone Level 5 ROI 0-20% 20%

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

x 2 modern homes

BSA 2006/07Operating Surplus $8.1 (Savings $1.9M )

x 17 building inspectors/12 months

x 30 call centre staff/12 months

Success @ Time

National RecognitionHuman 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

• 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

Critical Success Factors

Recruitment - Cultural Fit

Recognition andRewards

Involve Everyone

Onboarding Leadership and Culture

Interesting and Fun Workplace

HR Boardroom Touchpoints

Source: BCG Creating People Advantage 2008

Thank you!

Tony Wiggins

Team Leader-Special Projects

Chief Health Officer, Queensland Health

Email: tony_wiggins@health.qld.gov.au