Talent Development Reporting (TDR) principles represent a system of assessing the effectiveness of human resources. The internal reporting on the development of employees’ talents allows for monitoring the human capital’s progress and analyzing the effectiveness of the organization’s efforts with the focus on spent resources and provided training (Barnett & Vance, 2012).
In order to collect or generate the data for TDR, it is necessary to focus on the assessment that can represent the information regarding the goals’ achievement and the quality or effectiveness of the work with reference to the measured outcomes and costs. The evaluation of employees’ learning and training results can be conducted with the help of Kirkpatrick’s Return on Expectations (ROE) Model, Phillips’ Return on Investment (ROI) Model, and Brinkerhoff’s Success Case Method (SCM). However, it is possible to identify the most appropriate method in order to provide the data for TDR.
Phillips’ ROI Model can be referred to as the most efficient choice because the information collected with the help of this approach is important to conclude regarding the outcomes, effectiveness of the work, and efficiency in terms of costs. The data collected in the context of Kirkpatrick’s ROE Model are focused on employees’ attitudes to training and further changes in their behaviors and work performance. Still, this model does not provide the information on the financial analysis of costs and returns (Phillips & Phillips, 2016).
Brinkerhoff’s SCM is based on collecting a lot of subjective data in the narrative form. As a result, the data are not concise or well-structured (Brinkerhoff, 2006). From this point, the use of Phillips’ ROI Model is the best choice because a corporate training director will be able to collect the factual data regarding changes in performance and effectiveness and provide the financial information that is necessary for reporting.
Interrelationship of Training with Other TDR Factors
While assessing such Talent Development Reporting (TDR) measures as outcomes, effectiveness, and efficiency, much attention is also paid to other TDR factors, including the hiring of employees, as well as their retention and promotion (Vance & Parskey, 2012). What is more important is that the training group’s activities and results can be discussed with reference to these factors.
The improvement of the hiring process is an approach to guaranteeing the positive outcomes. Training initiatives allow for concluding what changes in the hiring process should be proposed and implemented (Pease, Beresford, & Walker, 2014). The work of the training group can demonstrate whether the previous hiring decisions were efficient, and it also allows for making decisions regarding the improvement of a hiring process in the future.
Retention is often regarded as one of the expected outcomes of the effective training. According to TDR principles, retention is also viewed as a factor that is associated with outcome measures (Implementing TDRp, 2016). The work of the training group can be evaluated in terms of changes in performance that are associated with the increased commitment and job satisfaction.
These changes can be discussed as indicators of the stable retention (Pease et al., 2014). Those employees who understand that the company invests in their development are not inclined to demonstrate turnover intentions, and the retention can be achieved with the help of fewer resources. If training is discussed as effective, and the representatives of the training group demonstrate positive changes in their performance, it is also possible to speak about the further promotion of the most skilled employees. Decisions can be made with reference to the conducted training and observed changes in outcomes. Therefore, it is important to state that TDR factors and training are interrelated concepts.
References
Barnett, K., & Vance, D. (2012). TDRp white paper: Talent Development Reporting principles.
Brinkerhoff, R. (2006). Telling training’s story: Evaluation made simple, credible, and effective. San Francisco, CA: Berrett-Koehler.
Implementing TDRp. (2016).
Pease, G., Beresford, B., & Walker, L. (2014). Developing human capital: Using analytics to plan and optimize your learning and development investments. New York, NY: John Wiley & Sons.
Phillips, J. J., & Phillips, P. P. (2016). Handbook of training evaluation and measurement methods. New York, NY: Routledge.
Vance, D., & Parskey, P. (2012). Introduction to TDRp.