It’s easy in sport because there’s usually a massive board with numbers on. I’m also a fan of Strava (please don’t judge me too harshly from my stats – I also have a full time job!) – which is for cyclists and runners.
It’s a free app that tracks your run or ride, your performance data and enables you to see how you performed vs your targets, your last performance, and even compared to others on the same route / hill or course (this is the bit we all sneakily like).
But when it comes to measuring the impact of ‘people programmes’ it can be a bit harder – even though it is critical to understand how the initiative has performed and whether it justified the funding or not.
We wouldn’t accept lack of data or measurement on a capital project – and many of these programmes cost the same as capital projects – so we are strong advocates of measurement. This includes our own performance of course and we hold ourselves accountable – and sometimes our fees – in delivering these metrics.
There are of course some well established long term metrics such as ‘absenteeism’ or ‘employee engagement’ – but whilst they should point to improved performance, they are not short term enough or directly linked to the programme.
So here are some examples that we have come across that might give you a steer on the right things to measure...
High Performing Teams
We have a diagnostic tool focused on four areas (Direction/Organisation /Relationships/Processes) that we use in our team and leadership programmes. The team complete the survey and then can reinforce what is working, and close gaps with specific tools that we provide.
An FMCG Director recently got in touch after 12 months: “After moving roles to a new team, I decided to run the HPT survey and develop an action plan to get the team working better.
This was about 12 months ago and the team have been very focused on delivering the action plan and the benefits of the actions played out in day-to-day business. We repeated the survey last week and we have gone from 53% positive responses in 2012 to 88% positive responses last week."
What delights me, as much as the positive change and impact on performance, is the fact that he took a tool and approach we had previously introduced and implemented it with a new team in a new part of the business. This shows us the ‘stickability’ of our material.
People Recruitment and Development Performance
We’re proud to work with Jamie Oliver’s inspired Fifteen Cornwall and work with the apprentices to help them understand personal preferences and how to work together to engage with others who have a different outlook on life. The team at Fifteen have done an amazing job and we had the great fortune recently to spend the day with Matthew Thompson the CEO.
He was able to share the success of the programme over the last six years: 86/129 apprentices have graduated the programme (65%) and 90% are still in work. The cost of the programme is half of the cost of prison and 50% cheaper than being on benefits. Given that these are the common alternatives for many of the apprentices then this truly is a tremendous success.
High Potential Programme Performance
I’m proud to have recently delivered the week-long induction session for the High Potential programme for a FTSE Top 10 organisation. This is a programme I partnered with them to design and launch, and the successful 28 candidates this year came from 5,000 applications from 26 countries.
This makes the entire programme 60-strong, with a male/female diversity ratio of 60/40. To attest to the quality of the programme, the retention rate after 12 months is 96% - and only 12% of employers have a 91%-100% retention rate after year 1 (by the way, this falls to 54% by the end of the programme!).
They will also be tracking change in 360 leadership scores, the impact of international rotations and graduation into senior roles.
Leadership Programme Performance
We wrote about the Penguin Random House Leadership programme on our blog in June and having just completed the first cadre of leaders (20 people), we will shortly be analysing the results. We will be measuring 5 things:
- The change in their leadership behaviour 360 pre- and post-programme. We expect a 20% change in specific areas
- The change in the HPT (High Performing Teams) scores pre- and post-programme
- The impact of delivering specific stretch business initiatives identified at the start of the programme measured for example in £’s, the time saved and any new revenue streams
- Their level of confidence in being able to maintain and create new momentum
- The performance of the internal coaches who support the programme vs the ICF competencies
Talk to us about what you need to measure in your business.