ELE Group, LLC

This robust discussion underscored a powerful truth: talent development leaders can no longer afford to wait for lagging indicators to reveal problems. To stay ahead, we must anticipate needs, align talent metrics with strategy, and act before gaps derail performance.
As Matt Sernaker shared:

<blockquote data-start="483" data-end="650">
"Shifting from surveys after the fact to shaping daily experiences turned our lowest-rated hotel into the top performer—and gave everyone a role in improvement."
</blockquote>
And Angelica Stilling reinforced with her systemic view:

<blockquote data-start="715" data-end="864">
"A focused talent scorecard reveals workforce patterns early—speeding time-to-fill, boosting retention, and giving leaders actionable visibility."
</blockquote>
Together, these perspectives highlight a shift in mindset and practice. It’s not just about reporting outcomes—it’s about shaping them. Predictive talent strategies bring business and HR closer together, using early signals to drive accountability, innovation, and measurable results.
When leaders integrate predictive metrics into strategy, they move from reactive firefighting to proactive value creation. And when those metrics are transparent, they don’t just inform decisions—they shape culture, empowering people at every level to own outcomes.


<hr data-start="1423" data-end="1426" />

<h3 data-start="1428" data-end="1450">🔑 5 Key Takeaways</h3>
<ol data-start="1451" data-end="1813">
 	<li data-start="1451" data-end="1519">
Lagging tells you what happened; leading tells you what’s next.
</li>
 	<li data-start="1520" data-end="1595">
Predictive metrics must align with business strategy to gain traction.
</li>
 	<li data-start="1596" data-end="1667">
Sales and DEI examples show how early signals prevent costly gaps.
</li>
 	<li data-start="1668" data-end="1732">
Transparency in data creates ownership and cultural buy-in.
</li>
 	<li data-start="1733" data-end="1813">
Don’t wait for perfect dashboards—directionally correct data drives action.
</li>
</ol>

<hr data-start="1815" data-end="1818" />

<h3 data-start="1820" data-end="1845">✅ 5 Practical Actions</h3>
<ol data-start="1846" data-end="2223">
 	<li data-start="1846" data-end="1921">
Embed predictive metrics into business reviews and strategic planning.
</li>
 	<li data-start="1922" data-end="2000">
Review leading indicators more frequently to allow for course correction.
</li>
 	<li data-start="2001" data-end="2066">
Define measures with executives upfront to secure alignment.
</li>
 	<li data-start="2067" data-end="2132">
Pilot predictive talent metrics in one function, then scale.
</li>
 	<li data-start="2133" data-end="2223">
Share results beyond leadership—use ERGs and employee forums to drive culture change.
</li>
</ol>

<hr data-start="2225" data-end="2228" />
🔮 Predictive talent isn’t just a measurement shift—it’s a mindset shift. By blending culture, data, and foresight, talent development leaders can deliver results that matter most to the business.
📣 How is your organization shifting from lagging to leading indicators? Let’s continue this conversation in the <a href="https://www.ele.llc/idea-exchange" target="_blank" rel="noopener">ELE Idea Exchange</a>.

Predictive Talent: Anticipating Needs Before They Hit the Business

talent risk

Analytics

dirk.tussing

suzanne.sherry

performance improvement

talent management

colin.hahn

Talent Strategy

Culture Change

marty.murrillo

Performance Improvement

reskilling

organizational agility

workforce readiness

workforce planning

employee retention

kelly.wojda

matt.sernaker

yolanda.mangram

Strategic HR

HR Analytics

Predictive Analytics

emily.decker-bess

Business Alignment

HR Insights

data driven HR

angelica.janina.stilling

3Q2025

DEI Strategy

talent forecasting

capability gaps

future learning

talent trends

talent analytics

holly.r.pyatt

predictive talent

leading indicators

lagging indicators

talent metrics

HR scorecard

sales enablement

proactive talent development

Session Focus:Shifting the Metrics That Matter: Moving from Lagging to Leading to Deliver Tangible Performance Gains

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<div class="markdown prose w-full break-words dark:prose-invert light">
<blockquote>
Discover how leading talent teams use data-driven insights not just to react—but to get ahead.
</blockquote>
This robust discussion explores how to leverage advanced analytics to proactively forecast critical talent needs—before they disrupt business continuity. We’ll dive into methods for identifying capability gaps, anticipating talent risks, and predicting learning requirements that align with strategic growth.
But forecasting alone isn’t enough.
Imagine trying to hire top talent while reducing recruitment costs—how do you know if you’re actually making progress?
That’s where HR KPIs come in.

<img class="aligncenter size-full wp-image-43789" src="https://wp.ele.llc/wp-content/uploads/2025/03/AIHR-Leading-vs-Lagging-KPIs.jpg" alt="AIHR Leading vs Lagging KPIs" width="548" height="404" />
Source: AIHR
With the right metrics—like time-to-hire, offer acceptance rate, and recruitment cost per hire—you gain visibility into what’s working, where to pivot, and how to align your talent strategy with business outcomes.
You’ll walk away with frameworks for:

<ul data-start="1130" data-end="1267">
 	<li data-start="1130" data-end="1167">
Building a predictive talent model,
</li>
 	<li data-start="1168" data-end="1220">
Integrating HR scorecards into strategic planning,
</li>
 	<li data-start="1221" data-end="1267">
Using metrics to influence executive buy-in.
</li>
</ul>
This discussion will help you evolve from descriptive reporting to predictive talent intelligence that drives workforce agility and strategic advantage.

</div>
</div>
</div>
</div>
</div>
</div>
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<hr />

</div>
</div>
</div>
</div>
</div>
This video discussion will offer HR Talent leaders actionable insights from industry leaders on transforming rigid structures into adaptive networks that empower employees across all levels.
ELE produces this Learning Circle: Reskilling Talent Development.

ELE's <a title="ELE's Idea Exchange" href="/idea-exchange/">Idea Exchange</a>: Collaborate online with your peers.

single-event

Your Teams

Learning Circles

Complimentary

Future of Work

WeLearn

Session Focus: Helping Tomas @ IQVIA Co-create an Organizational Learning and Talent Needs Assessment

Opportunity: IQVIA wants to tap the ELE network to benchmark organizational assessments. One of <a href="https://www.learningexecutive.com/influencer/tomas-ramirez/">@Tomas Ramirez’s</a> first deliverables at IQVIA will be to conduct an organizational assessment for Talent and Learning needs within the business unit he supports.

Tomas plans to interview high-level and mid-level leaders, conduct surveys with the rest of the organization, and then take a deeper dive by sponsoring some focus group discussions.
<ul>
 	<li><a href="https://www.learningexecutive.com/moments/unified-analysis-measurement-strategy/">Unified Analysis &amp; Measurement Strategy | Reverse Kirkpatrick Model + Needs Assessment</a></li>
 	<li><a href="https://www.learningexecutive.com/moments/purpose-of-looking-at-discovery-phase/">Purpose of Looking at KPIs during the Discovery Phase</a></li>
</ul>
<img class="lazyautosizes lazyloaded aligncenter wp-image-37461 size-large" src="https://wp.ele.llc/wp-content/uploads/2022/04/DiscoveryPhase_Analysis-Measurement-1024x576.jpg" alt="DiscoveryPhase_Analysis-Measurement" width="1024" height="576" data-src="https://www.learningexecutive.com/wp-content/uploads/2022/04/DiscoveryPhase_Analysis-Measurement-1024x576.jpg" data-srcset="https://www.learningexecutive.com/wp-content/uploads/2022/04/DiscoveryPhase_Analysis-Measurement-1024x576.jpg 1024w, https://www.learningexecutive.com/wp-content/uploads/2022/04/DiscoveryPhase_Analysis-Measurement-300x169.jpg 300w, https://www.learningexecutive.com/wp-content/uploads/2022/04/DiscoveryPhase_Analysis-Measurement-768x432.jpg 768w, https://www.learningexecutive.com/wp-content/uploads/2022/04/DiscoveryPhase_Analysis-Measurement-1536x864.jpg 1536w, https://www.learningexecutive.com/wp-content/uploads/2022/04/DiscoveryPhase_Analysis-Measurement-250x141.jpg 250w, https://www.learningexecutive.com/wp-content/uploads/2022/04/DiscoveryPhase_Analysis-Measurement.jpg 1920w" data-sizes="auto" />

&nbsp;

In 2018 Discover shared a portfolio framework for managing training and development.
<ul>
 	<li><a href="https://www.learningexecutive.com/insights/your-learning-needs-a-comprehensive-strategy/">Your Learning Needs a Comprehensive Strategy</a> (04-OCT-2018)</li>
</ul>
As learning professionals, we are frequently tasked to build learning solutions to solve business problems. Quite often, these needs appear to be a worthwhile investment. But without the backdrop of strategy, we miss a critical piece of the decision-making framework – the relative value of specific learning needs a decision.
&nbsp;

Framework for prioritizing and integrating learning

To better understand their investments in training and development, four years ago Discover shared how they developed a portfolio framework for managing training and development. Since then, the Learning Strategy team at Discover has worked to articulate a strategy for these portfolios in order to prioritize better learning initiatives that drive optimal business outcomes.

<img class="lazyautosizes lazyloaded aligncenter wp-image-37323 size-full" src="https://wp.ele.llc/wp-content/uploads/2022/11/Discover-Framework-for-prioritizing-and-integrating-learning-OCT-2018.png" alt="Discover Framework for prioritizing and integrating learning" width="883" height="641" data-src="https://www.learningexecutive.com/wp-content/uploads/2022/11/Discover-Framework-for-prioritizing-and-integrating-learning-OCT-2018.png" data-srcset="https://www.learningexecutive.com/wp-content/uploads/2022/11/Discover-Framework-for-prioritizing-and-integrating-learning-OCT-2018.png 883w, https://www.learningexecutive.com/wp-content/uploads/2022/11/Discover-Framework-for-prioritizing-and-integrating-learning-OCT-2018-300x218.png 300w, https://www.learningexecutive.com/wp-content/uploads/2022/11/Discover-Framework-for-prioritizing-and-integrating-learning-OCT-2018-768x558.png 768w, https://www.learningexecutive.com/wp-content/uploads/2022/11/Discover-Framework-for-prioritizing-and-integrating-learning-OCT-2018-194x141.png 194w" data-sizes="auto" />

This session focused on helping Tomas at IQVIA develop a comprehensive needs assessment. The speakers, Sean and Tomas, shared valuable insights on conducting strategic needs analyses at both the enterprise and business unit levels.

Here are three key takeaways from the presentation:

1. Alignment of learning strategy to business outcomes is critical for success and funding.

2. A mix of data gathering approaches (interviews, surveys etc.) provides a comprehensive view of needs.

3. Gaining support and mindshare from frontline managers is as important as leadership endorsement.

As Sean emphasized during the presentation: "We were able to go across the organization and we were able to see the different of opinion even within organizations depending on the level that once sat in the organization." Getting perspective from different levels, not just leadership, gives a more accurate picture of true organizational needs.

The speakers walked through detailed frameworks and templates for facilitating needs assessment discussions, including a "reverse Kirkpatrick model" starting with level 4 business metrics then defining required learning. Additional topics covered included change management, leveraging existing learning resources, and budget considerations.

This session provided a showcase that how collaboration can occur across organizations to lift the capabilities of the learning community. It will be interesting to hear how others approach co-creating organizational learning strategies aligned to business priorities. Please share your experiences and insights!

Co-creating Organizational Learning and Talent Needs Assessments

learning strategy

Strategy

tomas.ramirez

joanne.prochnow

ann.klitzke

azizeh.constantinescu

edward.desrosiers

talent development

learning &amp; development

sean.stowers

strategic alignment

benchmarking

sara.larson

bill.ryan

framework

integrated talent development

lisa.erlich

Session Focus: Helping Tomas @ IQVIA Co-create an Organizational Learning and Talent Needs Assessment

Opportunity: IQVIA wants to tap the ELE network to benchmark organizational assessments. One of <a href="https://www.learningexecutive.com/influencer/tomas-ramirez/">@Tomas Ramirez's</a> first deliverables at IQVIA will be to conduct an organizational assessment for Talent and Learning needs within the business unit he supports.

Tomas plans to interview high-level and mid-level leaders, conduct surveys with the rest of the organization, and then dive deeper by sponsoring some focus group discussions.
<ul>
 	<li><a href="https://www.learningexecutive.com/moments/unified-analysis-measurement-strategy/">Unified Analysis &amp; Measurement Strategy | Reverse Kirkpatrick Model + Needs Assessment</a></li>
 	<li><a href="https://www.learningexecutive.com/moments/purpose-of-looking-at-discovery-phase/">Purpose of Looking at KPIs during the Discovery Phase</a></li>
</ul>
<img class="aligncenter size-large wp-image-37461" src="https://www.learningexecutive.com/wp-content/uploads/2022/04/DiscoveryPhase_Analysis-Measurement-1024x576.jpg" alt="DiscoveryPhase_Analysis-Measurement" width="1024" height="576" />

&nbsp;

In 2018 Discover shared a portfolio framework for managing training and development. 
<ul>
 	<li><a href="https://www.learningexecutive.com/insights/your-learning-needs-a-comprehensive-strategy/">Your Learning Needs a Comprehensive Strategy</a> (04-OCT-2018)</li>
</ul>
As learning professionals, we are frequently tasked to build learning solutions to solve business problems. Quite often, these needs appear to be a worthwhile investment. But without the backdrop of strategy, we miss a critical piece of the decision-making framework – the relative value of specific learning needs a decision.
&nbsp;

Framework for prioritizing and integrating learning

To better understand their investments in training and development, four years ago Discover shared how they developed a portfolio framework for managing training and development. Since then, the Learning Strategy team at Discover has worked to articulate a strategy for these portfolios in order to prioritize better learning initiatives that drive optimal business outcomes.

<img class="aligncenter size-full wp-image-37323" src="https://www.learningexecutive.com/wp-content/uploads/2022/11/Discover-Framework-for-prioritizing-and-integrating-learning-OCT-2018.png" alt="Discover Framework for prioritizing and integrating learning" width="883" height="641" />

During this roundtable discussion, let's continue the conversation with one or more of the following:
<ul>
 	<li>Develop a framework for organizing training and development programs</li>
 	<li>Learn what a comprehensive strategy entails</li>
 	<li>Discuss a methodology for articulating a learning strategy</li>
 	<li>Discuss strategies for creating KPIs to ensure alignment with business outcomes</li>
 	<li>Highlight key examples of learning strategies for various learning portfolios</li>
 	<li>Build a roadmap for executing on learning strategy</li>
</ul>
&nbsp;

Road map for success

You need a road map to enable strategy before you can really make headway, but repositioning your talent development function to deliver on strategy will reap huge rewards in terms of having an impact.

&nbsp;

ELE produces this Learning Circle: Retooling Talent Development for the New Normal.

ELE's <a title="ELE's Idea Exchange" href="https://www.learningexecutive.com/idea-exchange/">Idea Exchange</a>: Collaborate online with your peers.

&nbsp;

online event

complimentary event

ariel.mcgrew

talent assessment

Talent leaders commonly ask themselves, “Am I making an impact on the business?”. The US Securities and Exchange Commission (SEC) wants to know the answer to that question as well. Effective now, all US public companies are required to report the material value of their human capital. What does this mean for the L&amp;D function?
<h6 class="font-weight-bold m-0">What we will Explore Together:</h6>
Building data-driven talent strategies should include basics such as:

✅  What’s the ROI on the initiative?

✅  How are companies (L&amp;D Dashboard / KPI's) reporting today?

✅  How will L&amp;D measure and report human capital value from now on?

We will discuss all of these critical questions during this session to clarify how to stay compliant with the SEC mandate.

Bulding Data-Driven Talent Stategies 101

analytics

evidence-based research

sean.casavechia

angie.zeigler

stacey.boyle

operations

julian.malnak

data driven leader

leadership development

kent.barnett

key performance indicators

jennifer.olsen

teresa.oliszewicz

Adding Value

talent reporting

impact

measurement

dashboards

ele-moments

insights-wise-2021

Allstate Insurance

Measuring the impact of people investments such as learning and talent development initiatives is a widespread practice in leading organizations but there is still some uncertainty as to HOW to do this measurement. Bellevue University’s innovative approach to partnering with corporations has not only created impactful learning opportunities across the country but has changed the way that organizations measure the impact of their talent pipeline. Dr. Murnane will involve you in the Human Capital Lab’s process by walking you through the Lab’s measurement methodology with a real organization and allow you to observe and participate in the process.

Attendees will learn how human capital analytics are used to prove and improve the impact of investments, as well as how understanding impact can help them guide the operations part of the organization. Jenny will walk you through the measurement process and give you tools to take back to your organization to get you started in the process.

This session will focus on providing insight into:
<ol>
 	<li>Develop a foundational plan for defining Key Performance Indicators</li>
 	<li>Follow a process to identify leading indicators and business results for Human Capital investments</li>
 	<li>Involve stakeholders in your learning outcome measurement</li>
 	<li>Avoid the common mistakes or assumptions made in measuring human capital initiatives</li>
 	<li>Believe that you can measure anything</li>
</ol>

UpSkill KPI Workshop: Determining the Impact of Investments in People

linh.lawler

jenny.murnane

upskilling

Training has been chasing ROI for decades, with many falling short. Do you know what the impact of your training efforts is on the organization? Do you measure them? But, the real question is, can you truly make the connection between what you are providing to the business and how it has improved employees' productivity, and therefore the bottom line?
Can you provide data that shows you're making a real, measurable business impact on key performance indicators (KPIs)?
In this session, we discussed how Performance Support could help us prove we're delivering strategic value to the organization, by specifically looking at:

<ul>
 	<li>Enabling the Kirkpatrick Model through Performance Support</li>
 	<li>Linking Learning and Performance Support to improved KPI improvement</li>
 	<li>Organizations that are making the journey</li>
</ul>
For us to be successful, we needed to:
<ul>
 	<li>Begin designing for all five moments of need</li>
 	<li>Become performance consultants and champions for accurate performance-based outcomes</li>
 	<li>Find the first project to begin the journey!</li>
</ul>

Strategic Performance Support: Is It Possible and How Do You Measure It?

training

bob.mosher

performance support

This presentation will share why measuring critical programs like leadership development, sales training, and on-boarding are vital to program managers. The session will then go through the major elements of a measurement plan to successfully and comprehensively generate quantitative and qualitative metrics in a timely and practical manner with limited resources. Examples of tools such as a critical performance indicator matrix, a communication plan, sample smart sheet evaluations, and sample reports, including dashboards, will be shared.
Jeff will cover the following learning objectives during this session:

<ul>
 	<li>Review the importance of measuring strategic, visible and costly programs</li>
 	<li>Discuss the measurement plan to gather timely, credible data</li>
 	<li>Showcase sample reports, statements, dashboards and scorecards</li>
</ul>

Measuring Strategic, Visible and Costly Learning Programs

jeffrey.berk

scorecards

Baxter

Harry Kraemer, professor at Northwestern University's Kellogg School of Management and former chairman and CEO of Baxter International, a multibillion-dollar health care company, argues that, as the global economy becomes even more competitive, organizations will turn to values-based leaders. They, in doing the right thing, deliver outstanding and lasting results.

Kraemer knows about delivering results. During his leadership at Baxter, the company experienced consistently strong growth. And Kraemer also knows about doing the right thing; not only did he step up to the plate when things were going well but also when faced with change, controversy, and crisis, as he did throughout his career. In From Values to Action, Kraemer argues that the journey to becoming a values-based leader starts with self-reflection, which he identifies as the first of four principles that guide leaders to make choices that are aligned with their values. The four essential principles are:
<ul>
 	<li>Self-Reflection: The ability to reflect and identify what you stand for, what your values are, and what matters most.</li>
 	<li>Balance and Perspective: The ability to see situations from multiple perspectives, including differing viewpoints, to gain a holistic understanding.</li>
 	<li>True Self-Confidence: More than mastery of specific skills, true self-confidence enables you to accept yourself as you are, recognizing your strengths and your weaknesses, and focusing on continuous improvement.</li>
 	<li>Genuine Humility: The ability never to forget who you are, to appreciate the value of each person in the organization, and to treat everyone respectfully.</li>
</ul>
Drawing from first-hand experience, Kraemer offers current and aspiring leaders a framework to adopt the four principles of values-based leadership to make their organizations beacons of enduring value in the world. During this keynote presentation, Harry will talk about the importance of Measurement strategic processes covered in Execution & Implementation: Making It Happen and share reflections of the next generation of leaders from his experience at Northwestern University's Kellogg School of Management, where he teaches in the MBA and the Executive MBA programs.

From Values To Action for Accelerating Leadership Development

Leadership

new manager

effective leadership

soft-skills

harry.kraemer

ethics

The Field Guide to the 6Ds is an easy-to-use and widely-applicable guide to getting the most from learning and development.

The Six Disciplines of Breakthrough Learning has become a standard for companies serious about increasing the return on their investment in learning and development. Now the authors help workplace learning professionals apply the concepts of their bestselling book. With real-world applications, case studies, how-to guidelines, practical advice, and recommendations for implementing the 6Ds, The Field Guide to the 6Ds: How to Use the Six Disciplines to Transform Training into Business Results will help organizations substantially increase the return on investment and decrease "learning scrap," the potential value that goes unrealized in many learning and development initiatives.
<ul>
 	<li>Helps OD professionals apply the concepts of the bestselling Six Disciplines of Breakthrough Learning</li>
 	<li>Includes 43 all-new case studies, plus examples, tools, and best practices used by organizations that have successfully used the 6Ds</li>
 	<li>Taps into the experience and expertise of 6Ds practitioners</li>
</ul>

The Field Guide to the 6Ds: How to Use the Six Disciplines to Transform Learning into Business Results

Operations

learning design

marketing learning

performance assessment

Learning Agility

return on investment

return on learning

roy.pollock

The Six Disciplines of Breakthrough Learning describes a proven process for maximizing the value of training and development that has been used by organizations large and small across industries and around the world.

The "6Ds" are the six disciplines practiced by organizations that earn the highest return of their training investment:
<ul>
 	<li>Define business outcomes</li>
 	<li>Design the complete experience</li>
 	<li>Deliver for application</li>
 	<li>Drive learning transfer</li>
 	<li>Deploy performance support</li>
 	<li>Document results</li>
</ul>
<div>What's unique about the 6Ds approach is its focus on learning as a business process--one that begins with a rigorous definition of the business objectives and continues through documenting the results in ways that inform action. The authors show why isolated training "events" have little impact and what workplace learning professionals must do to move from "order takers" to true strategic business partners.</div>
<div>Throughout the book, readers will find insights, checklists, practical steps to take, and examples of the success that is possible by applying a disciplined approach to learning and development. You will learn how to ensure that employees answer both "Yes I can" and "Yes I will" so that they apply what they learned after training.  By doing so, you will earn a seat at the management table.</div>

The Six Disciplines of Breakthrough Learning: How to Turn Training and Development Into Business Results

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