Training Industry Magazine - July/August 2020 - 25

evaluation, 9-box ratings, rate of
promotion and a "model director"
classification reported by HR
business partners.
2. Data: 18 competencies collected from
over 600 leaders, including direct
report, boss and peer assessments.
3. Analysis: A predictive analytics
algorithm
identifying
eight
competencies that impacted job
performance.
4. Taking action: A heat map visualizing
which competencies matter most
to job performance; the leadership
development journey was redesigned
to drive better talent outcomes.
Figure 1 shows the results of the predictive
model. The four quadrants show a matrix
of performance on the competencies
(low vs. high) and impact. Those in the
blue circle show the eight most impactful
drivers - with five of those having low
performance scores and requiring change.
Drivers of business impact highlighted
important differences between directors
with high and low competency scores.
Those in the top 20% vs. those in the
bottom 20% had:
* 7% higher annual performance scores.
* 32% better 9-box scores.

FIGURE 2
4.5

MAINTAIN

4.45

4.40

Knowledge of
Job, Business

4.35

data on 5,500 (individual, peer, boss)
and their employee engagement
survey scores.

* 85% more steps per year since
assessment.
* 60% greater chance of being rated a
model director.
By incorporating this new insight into
their competency model, the organization
streamlined both its efforts aimed at
improving competencies.

NORTH AMERICAN HEALTH
CARE SYSTEM
The Challenge
This North American-based healthcare
system experienced persistent low
employee engagement scores and
below-target value-based purchasing
(VBP) metrics (a subset of metrics that
all U.S.-based healthcare organizations
are evaluated against). VBP metrics
gauge patient outcomes and can
include such measures as length of stay,
patient satisfaction and number of safety
incidents. The company wanted to identify
the drivers of employee engagement and
VBP metrics to pinpoint where to focus
their leadership development.
The Approach

3. Analysis: A predictive model
identifying
six
competencies
impacting employee engagement
and VBP metrics.
4. Taking action: A heat map
(see Figure 2) showing which
competencies mattered most to
the business outcome metrics.
Developing programs aimed at
improving the six competencies. All
leaders were advised to complete
self-directed, online development
courses relevant to the six
areas identified.
As a result of their highly focused
approach to leadership development,
the client achieved an 8.5% improvement
in the VBP metrics, resulting in a $4.22
million reimbursement from the federal
government. Impressed with these
powerful results, senior management
significantly increased their investment in
leadership development.

CONCLUDING THOUGHTS

HR and L&D leaders must find ways
to ensure that their workforce remains
competitive and ready to pivot at a
moment's notice. Prioritizing leadership
2. Data: Individual leader assessment development investments will be critical
to the future. They must take
an innovative approach to
justify budgets and create
new approaches to talent
PROMOTE
and organizational change.
Predictive analytics provide the
objective, ROI-focused approach
to win budget and resources for
investing in your organization's
Executive Image
future.
1.

Business outcome metric: Employee
engagement scores and VBP metrics.

Demonstrates
Vision

Leading Employees
4.3

Results
Orientation

Quality Care

Communication
Buliding
Collaborative
Relationships

4.25

Change Management
4.20

MONITOR
Low Impact

FOCUS
LEVEL OF IMPACT ON EMPLOYEE ENGAGEMENT AND VBP

High Impact

Stephen Jeong, Ph.D., is senior
research faculty of insights and
impact and leadership analytics
at Center for Creative Leadership
(CCL). Stephen Young, Ph.D., is
manager of leadership analytics
at CCL. Cheryl Flink, Ph.D., is vice
president and leads the global
leadership research, analytics,
and insights and impact functions
at CCL. Email the authors.

T R A I N I N G I N DUSTR Y MAGAZ INE -DATA FLUENCY IN LEARNI NG 2 02 0 I WWW. T RAI NINGINDU S T RY . C OM/ MAGAZ I NE

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Training Industry Magazine - July/August 2020

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