REPRIORITIZING WHAT MATTERS MOST: A Focus on Career Management to Drive Business Results

Save this PDF as:

Size: px
Start display at page:

Download "REPRIORITIZING WHAT MATTERS MOST: A Focus on Career Management to Drive Business Results"

Transcription

1 REPRIORITIZING WHAT MATTERS MOST: A Focus on Career Management to Drive Business Results Keith Caver Towers Watson Melissa Jones CSAA IG Renée Smith Towers Watson April 1, 2014

2 Recent Headlines Highlight Challenges and Opportunities GWS Friction Points. By 2021, a new map of talent surplus and deficits will emerge Talent 2021 Security Minded. Whether it is attraction or retention, financial security is top of mind Transformative HR TM&R Generation Gap? Not when it comes to pay it is the #1 attraction driver for all ages in the U.S. Structurally Unsound. Businesses are attempting to reach 21 st century heights on 20 th century talent and reward platforms Engagement at Risk. Only 35% are highly engaged, stress is increasing and energy is flagging towerswatson.com 2014 Towers Watson. All rights reserved. 1

3 Finding and Keeping Employees Isn t Enough Pay continues to be major headline, but career advancement is the new retention risk Top 7 Drivers Attraction Drivers Retention Drivers 1 Base pay/salary Base pay/salary 2 Job security Career advancement opportunities 3 Career advancement opportunities Trust/confidence in senior leadership 4 Organization s reputation as good employer Job security 5 Convenient work location Manage/limit work-related stress 6 Learning and development opportunities Convenient work location 7 Health care/wellness benefits Relationship with supervisor/manager And Sustainable Engagement is at risk Source: Towers Watson 2012 Global Workforce Study - United States. towerswatson.com 2014 Towers Watson. All rights reserved. 2

4 What Do We Mean by Sustainable Engagement? Am I engaged, enabled and energized to deliver my best performance? Sustainable Engagement Engagement Satisfaction Am I happy here? Commitment Do I intend to stay here? Do I have line of sight into the business and commitment to the organization? towerswatson.com 2014 Towers Watson. All rights reserved. 3

5 Sustainable Engagement Has An Impact on Metrics That Matter Attached to the company and willing to give discretionary effort A local work environment that supports productivity and performance organizations that get it right see results 41% 6.5 Lower retention risk Only 17% of associates with high engagement are high retention risks compared to 58% of disengaged associates Fewer days lost Better presenteeism: An average of 7.6 days lost per year for associates with high engagement vs days lost per year for the disengaged Individuals physical, interpersonal and emotional well-being at work 3x Operating margin High sustainable engagement organizations operating margins are 3x higher compared to those with the lowest levels of engagement towerswatson.com 2014 Towers Watson. All rights reserved. 4

6 Audience Poll: What Percentage of Your Workforce Do You Think is Highly Engaged*? Option Description 1 < 1/3 of employee population 2 ~ 1/3 of employee population 3 ~ 1/2 of employee population *Individuals with above-average favorable opinions in all three aspects of Sustainable Engagement towerswatson.com 2014 Towers Watson. All rights reserved. 5

7 Among Our Study Population, Only Slightly More Than One-Third are Highly Engaged 37% 27% 13% 23% Source: Towers Watson 2012 Global Workforce Study - United States. towerswatson.com 2014 Towers Watson. All rights reserved. 6

8 In Addition to Being a Retention Risk, Engagement Drivers Confirm the Importance of Career Development Leadership Stress, Balance and Workload Goals and Objectives Supervision Image Effective at growing the business Sincere interest in employees wellbeing Behaves consistently with organization s core values Trust and confidence in job being done Stress levels at work are manageable Healthy balance between work and personal life Work arrangements are flexible Enough employees in work group to get job done right Good understanding of organization s business goals and steps needed to reach those goals Understanding of how job contributes to the organization achieving its business goals Treats me with respect Encourages new ideas and ways of doing things Acts in ways consistent with his/her words Effective career development conversations Effective career management tools Organization highly regarded by general public Organization conducts its business with honesty and integrity towerswatson.com 2014 Towers Watson. All rights reserved. 7

9 The CSAA Insurance Group Engagement Story

10 Who is CSAA Insurance Group (CSAA IG)? One of the top 20 personal lines property and casualty insurance groups in the United States 2.8 billion in premiums in ,500 employees Offer automobile, homeowners and other personal lines of insurance to AAA members through partnerships with AAA clubs Over the past 10 years, grown from a regional insurance provider offering insurance to AAA members in three states, to a coast-to-coast organization reaching nearly 17 million AAA members in 23 states and Washington D.C. In 2011, CSAA IG separated from the AAA of Northern California, Nevada and Utah club Under its brand license with the AAA Federation, CSAA IG has the rights to call itself a AAA insurer, to sell AAA Insurance and to use the AAA logo CSAA IG aspires to be the #1 insurer in AAA member households across the markets it serves and is on a path of significant expansion towerswatson.com 2014 Towers Watson. All rights reserved. 9

11 Our Goal is to Foster a Culture to Achieve Our Primary Objective Objective: To be the #1 insurer in AAA member households across the markets we serve Strategy Measures 2014 Target 2015 Target 2016 Target Employee Engagement Index HPN +1 HPN +1 HPN +1 High Performance Culture Create an efficient, highperformance, customer & partner-centric culture to drive profitable growth Leadership Bench Strength Critical Roles with Ready Now Successors 65% 75% 75% Retention of High Potential Talent 95% 95% 95% Reduce Turnover Y.O.Y. Reduction 2.5 Points 2.0 Points 2.0 Points AIP Payout Actual vs. Expected On Results On Results On Results Underwriting Expense Ratio 32.7% 32.5% 32.5% * HPN = High Performance Norm towerswatson.com 2014 Towers Watson. All rights reserved. 10

12 Employees Are Key to Achieving This Objective Our people are our competitive advantage, and core to becoming the #1 insurer in AAA member households across the markets we serve. We are clear on the capabilities and skills required to excel both today and in the future. Our strategy is anchored in our vision, mission, values, goals and strategic initiatives. We attract, hire, develop, engage and retain the best talent. And, the best talent ensures our future success. We ensure our people grow and have the expectation and freedom to challenge themselves professionally. We ensure our people have the tools and information required for success in a form that is easy to understand and use. We recognize and reward people for both their performance and skills. towerswatson.com 2014 Towers Watson. All rights reserved. 11

13 Having the Right Set of Fully Integrated Talent Programs in Place is Critical CSAA IG Aspiration 7% 20% 45% 28% Bersin & Associates 2010 towerswatson.com 2014 Towers Watson. All rights reserved. 12

14 Engagement Score Our Engagement Story and Career Management Timeline 85% % FY % FY % % 70% Relocated headquarters from San Francisco to Walnut Creek, CA high engagement, high input move 65% Opened state of the art facilities (CA, OK) designed to foster teamwork and collaboration towerswatson.com 2014 Towers Watson. All rights reserved. 13

15 Engagement Score Our Engagement Story and Career Management Timeline 85% 80% 75% 70% 65% FY % FY % FY % 2011 Separated from the AAA of Northern California, Nevada and Utah club Developed integrated competency approach Deployed CSAA IG talent strategy Began assessment of leadership capability towerswatson.com 2014 Towers Watson. All rights reserved. 14

16 Engagement Score Our Engagement Story and Career Management Timeline 85% FY % 75% FY 2009 FY % FY % 80% 70% 70% % Introduced new competency framework Defined enterprise analytics strategy Configured & deployed new Workday Platform towerswatson.com 2014 Towers Watson. All rights reserved. 15

17 Engagement Score Our Engagement Story and Career Management Timeline 85% FY 2012 FY % 75% FY 2009 FY % FY % 80% 81% 70% 70% % Developed Career Management approach/strategy Completed talent data integration Deployed best practice succession management towerswatson.com 2014 Towers Watson. All rights reserved. 16

18 We ve Got Big Plans in Place for 2014 and Beyond Launch Career Management Pilots Refresh/simplify integrated competency framework Implement year-round competency assessment, career planning Develop/deploy Employee Value Proposition towerswatson.com 2014 Towers Watson. All rights reserved. 17

19 Career Management Research and Best Practices

20 A Company s EVP Encompasses Jobs, Culture, Colleagues, Mission, Values and Total Rewards towerswatson.com 2014 Towers Watson. All rights reserved. 19

21 Towers Watson s Focus Within Talent Management and Areas of Expertise Assessment and Development Succession Management Team Alignment Career Management Performance Management Competency Management Talent Management and Organizational Alignment Strategy HR Strategy Strategic Workforce Planning Workforce Analytics Labor Market Research towerswatson.com 2014 Towers Watson. All rights reserved. 20

22 What is Career Management? Career Management is a process to help employees understand career opportunities and chart a career path within their organization. Career management encompasses the strategy, tools, processes and technology that enable talent development, agility and mobility. towerswatson.com 2014 Towers Watson. All rights reserved. 21

23 Career Management is Valued by Both Employees and Employers towerswatson.com 2014 Towers Watson. All rights reserved. 22

24 Audience Poll: Do You Think Your Employees. 1. Understand How They Can Influence Their Careers? Option Description 1 Yes 2 No 2. Are Able to Achieve Career Advancement? Option Description 1 Yes 2 No towerswatson.com 2014 Towers Watson. All rights reserved. 23

25 Many Organizations Fall Short in Delivery towerswatson.com 2014 Towers Watson. All rights reserved. 24

26 Effective Career Management Programs are Designed With Four Key Tenets in Mind Strategic Provide a framework for communicating Ensure a talent pipeline to fill critical roles Build on Existing Foundation Build on the career framework to organize jobs and clarify career progression, including within and across families Enabling Illustrate career moves the company values Develop enabling career management tools Transparent Make information transparent and accessible Train managers to communicate career opportunities tailored to each employee towerswatson.com 2014 Towers Watson. All rights reserved. 25

27 The Career Management Strategy is the Starting Point for a Robust Program The what As a key component of the broader talent management strategy, a career management strategy is: An overall statement of what the company believes and wants to communicate about the value and importance of career management A set of principles that will guide the direction and execution of career management communications and tools The how To build a career management strategy: Who is eligible for a career? What is the best way to develop talent? Get senior leadership input on key philosophical tenets How do we hold people accountable for development? How do we define advancement? Are we willing to invest the resources needed to make development a practical reality? How does the organization bring career management to life? Craft the philosophy in alignment with the organization's talent strategy and EVP towerswatson.com 2014 Towers Watson. All rights reserved. 26

28 There are Three Foundational Elements Critical for Career Management Programs Career Framework Accelerators Scaled Competencies Illustrative alignment Organizes jobs within and across the organization onto a common platform by defining roles and career levels Illustrates the experiences that could potentially prepare one to move from one career level to the next Clarifies the knowledge, skills and abilities (expressed in behavioral terms) required for success towerswatson.com 2014 Towers Watson. All rights reserved. 27

29 Thinking Through the Various Types of Career Movements is an Essential Step 1 Developing a deep technical path by spending one s career 2 on the Professional Band Growing within a management career path P1 Entry P2 Intermed Professional P3 P4 Career Specialist P5 Master P6 Expert M1 Supv M2 Mgr Management M3 M4 Sr Mgr Grp Mgr M5 Sr Grp Mgr 3 Moving between from professional to management 4 Moving management back to professional Management Management Professional Professional 5 Gaining broad experience in multiple job families 6 Gaining broad experience across functions Product Managemen t Product Analyst I Product Analyst II Associate Product Manager Product Manager Product Line Manager Senior Product Manager I Partner Club Sales & Support Finance Marketing Insurance Analytics Insurance Analyst I Insurance Analyst II Insurance Analyst III Insurance Analyst IV Insurance Analyst V Insurance Analyst VI Insurance Products Claims IT towerswatson.com 2014 Towers Watson. All rights reserved. 28

30 Career Path Visuals Bring the Program to Life Database Information Security Systems Engineer Gain foundational and advanced experience in Database database analytics Analyst I and development Information Move into Security Systems Engineer Specialist to gain I broader organizational IT knowledge Systems Engineer I Database Analyst and Developer II Information Security Specialist II Systems Engineer II Senior Database Analyst and Developer Senior Information Security Specialist Senior Systems Engineer Make a move to gain Lead people management Database experience Project Manager Information Security Manager Systems Gain Engineering experience Project in IT security Manager Enterprise Database Architect Director, Systems Engineering Identified as a destination role due to the high degree of impact this role has on the organization. This is the top individual contributor in the IT function Senior with responsibility for Director, designing major components of the Data IT infrastructure. and This role requires a high Security level of understanding of databases, security, and IT systems. Individuals in this role must manage large Director, projects and project teams Information Technology Senior Director, IT Engineering Systems Support Software Engineer IT Systems Support I Start in a P1 job entry into Software job family Engineer I IT Systems Support II Senior IT Systems Move to more Support senior role with continued focus on gaining technical Senior Software knowledge Software Engineer II Engineer IT Systems Support Manager Software Engineering Project Manager Manager, Software Engineering Director, IT Systems Support Director, Software Engineering Professional P1 P2 P3 P4 P5 P6 Illustrative alignment Management M1 M2 M3 M4 M5 towerswatson.com 2014 Towers Watson. All rights reserved. 29

31 Planning For and Delivering a Career Management Program Effectively Requires the Right Tools Employee and manager tools are critical to bringing career management to life Manager Tools Employee Tools Company-specific Tools Manager Training Employee Training Potential company-specific tools and programs that Manager Tip Sheet Learning Catalog Alignment Development Guide Success Stories Illustrative Career Paths Employee Reference Guide & Employee Workbook Career Development Journey Placemat Job Family Matrix and Role Profiles should be linked/ referenced may include: Training Microsite Mentoring Program Education Assistance Programs Professional Memberships/ Registrations Policy towerswatson.com 2014 Towers Watson. All rights reserved. 30

32 What This Looks Like for CSAA IG

33 Our Competencies Were Developed Based on Our Vision and Mission and Reflect Our Core Values COMMUNICATION Speaking. Understanding the audience. Professional and effective written product. CRITICAL THINKING Uses data. Systematic approach. Considers the "Big Picture." We are caring We continuously and creatively pursue excellence We keep our commitments DECISION MAKING Evaluating and integrating information. Taking action. Weighing outcomes/ implications. INTERPERSONAL SENSITIVITY Addressing others concerns Demonstrating empathy Integration and Inclusive Treatment of Others CUSTOMER FOCUS Identifying and anticipating customer needs Customer care/service Following customer service trends INITIATIVE We have the courage to do the right thing We are diverse and inclusive KNOWING THE BUSINESS Understands operational and financial factors. Understands company products, services. Collects and evaluates metrics/data to determine actions. RESULTS ORIENTATION Assertive Communication Showing courage and taking action Taking responsibility and ownership Setting goals Applying and maintaining quality standards Tracking progress and results towerswatson.com 2014 Towers Watson. All rights reserved. 32

34 In 2014, We Drafted Our Career Management Strategy towerswatson.com 2014 Towers Watson. All rights reserved. 33

35 We Have Been Adding to the Foundation Elements We Have in Place Starting With a Common Set of Accelerators Already developed Already developed 2014 Career Framework Competencies Accelerators Definition What you do Organizes jobs onto a common platform by defining roles and career levels, meaning what someone does at each level, by describing overall work requirements and responsibilities How you do your work Competencies define the expectations of a job, clarifying the knowledge, skills and behaviors required for successful performance The experiences Accelerators articulate the experiences that would help to prepare someone to move from one career level to the next within a career track towerswatson.com 2014 Towers Watson. All rights reserved. 34

36 We Are Working with Pilot Groups to Customize the Accelerators and Define Career Paths towerswatson.com 2014 Towers Watson. All rights reserved. 35

37 Annual Employee Engagement Scores Direct Premiums Written (in millions) As Our Engagement Scores Have Increased, So Have Our Business Results $2,837 $2,703 $2,683 $2,360 $2,413 80% 81% 75% 73% 70% towerswatson.com 2014 Towers Watson. All rights reserved. 36

38 Recognition of Progress by EEs Participation Score Annual Employee Engagement Scores Direct Premiums Written (in millions) And Other Key Indicators Have Shown Promising Results $2,837 $2,703 $2,683 $2,360 $2,413 80% 81% 75% 73% 91% 93% 70% 86% 89% 65% 65% 79% 51% 56% 35% towerswatson.com 2014 Towers Watson. All rights reserved. 37

39 We Look Forward to Seeing Continued Improvement in the Future 2014 Extend Career Management initiative Refine existing competency framework Fully integrate engagement platform/analytics 2015 Complete Career Management Initiative Deploy Integrated Workforce Planning Strategy Deploy Sustainable Engagement process 2016 & Beyond Continue evolution and maturation of Talent, Engagement and Career strategies All three strategies recognized as global business best practices towerswatson.com 2014 Towers Watson. All rights reserved. 38

40 towerswatson.com 2014 Towers Watson. All rights reserved. 39

Career Management. Making It Work for Employees and Employers

Career Management. Making It Work for Employees and Employers Career Management Making It Work for Employees and Employers Stuck in neutral. That s how many employees around the world would describe their career. In fact, according to the 2014 Global Workforce Study,

More information

For Optimal Sales Force Performance, Pay Is Not Enough

For Optimal Sales Force Performance, Pay Is Not Enough For Optimal Sales Force Performance, Pay Is Not Enough Three must-have elements for optimal sales performance How to develop sustainable engagement of sales professionals How sales managers make a significant

More information

Global Financial Services Conference 2013

Global Financial Services Conference 2013 Global Financial Services Conference 2013 Engagement at ING: how to maintain high levels of employee engagement in a totally transformed bank Sarah Keizer, ING Yves Duhaldeborde, Towers Watson Thursday

More information

Optimizing Rewards and Employee Engagement

Optimizing Rewards and Employee Engagement Optimizing Rewards and Employee Engagement Improving employee motivation and engagement, and identifying the right total rewards strategy to influence workforce effectiveness. Kevin Aselstine, Towers Perrin

More information

Employee Engagement?

Employee Engagement? MicroEdge Why Should You Care About Employee Engagement? A MicroEdge Educational E-Book 15 Table of Contents What is employee engagement?... 4 Why does it matter if employees are engaged?... 5 But it s

More information

Improve Sales Performance

Improve Sales Performance Improve Performance by Investing In Talent Management Competitive compensation programs have their place in motivating sales teams, but not all sales force performance problems can be solved with money.

More information

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR Strategic

More information

5/30/2012 PERFORMANCE MANAGEMENT GOING AGILE. Nicolle Strauss Director, People Services

5/30/2012 PERFORMANCE MANAGEMENT GOING AGILE. Nicolle Strauss Director, People Services PERFORMANCE MANAGEMENT GOING AGILE Nicolle Strauss Director, People Services 1 OVERVIEW In the increasing shift to a mobile and global workforce the need for performance management and more broadly talent

More information

Self Assessment Tool for Principals and Vice-Principals

Self Assessment Tool for Principals and Vice-Principals The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry

More information

The War for Talent Retaining critical resources during outsourcing transitions

The War for Talent Retaining critical resources during outsourcing transitions September 19, 2008 The War for Talent Retaining critical resources during outsourcing transitions www.mercer.com What we will talk about today Setting the stage: Outsourcing means transformation The talent

More information

Sales effectiveness and rewards

Sales effectiveness and rewards effectiveness and rewards Driving sales force performance As no single solution can provide the sales lift organisations seek, leading companies need to develop increasingly sophisticated approaches that

More information

October 17, 2011. HRBP Version Preparing for Talent Review: Updating imap Succession

October 17, 2011. HRBP Version Preparing for Talent Review: Updating imap Succession October 17, 2011 HRBP Version Preparing for Talent Review: Updating imap Succession FY12 Timeline for Succession / Talent Calibration Objective: Identify successors and high potential employees in the

More information

The Truths About Change

The Truths About Change The Truths About Change What It Takes to Get It Right A Spotlight on Effective Change Management Based on results from the 2011 2012 Change and Communication ROI Study This year s findings reveal that

More information

Global Talent Management and Rewards Study

Global Talent Management and Rewards Study Global Talent Management and Rewards Study At a glance Overview The 2014 Global Talent Management and Rewards Study provides an in-depth look at the practices and concerns of organisations around the globe.

More information

LEADERSHIP DEVELOPMENT FRAMEWORK

LEADERSHIP DEVELOPMENT FRAMEWORK LEADERSHIP DEVELOPMENT FRAMEWORK February 13, 2008 LEADERSHJP PERSPECTIVE I consider succession planning to be the most important duty I have as the Director of the NOAA Corps. As I look toward the future,

More information

National Learning Initiative

National Learning Initiative NLI National Learning Initiative A national skills and learning framework for the voluntary sector A collaborative project of the Association of Canadian Community Colleges and the Coalition of National

More information

Employee Engagement FY15. 1. Introduction. 2. Employee Engagement. 3. Management Approach

Employee Engagement FY15. 1. Introduction. 2. Employee Engagement. 3. Management Approach 1. Introduction This document forms part of our Disclosures on Management Approach (DMA) series, prepared in accordance with the Global Reporting Initiative s G4 Guidelines. The DMA series is designed

More information

Workforce Trends: Aligning HR Strategic Succession Planning to Business

Workforce Trends: Aligning HR Strategic Succession Planning to Business Workforce Trends: Aligning HR Strategic Succession Planning to Business Penny McBain Senior Talent Strategy & Planning Consultant Providence Health & Services October 10, 2013 The Perfect Storm The 5/40

More information

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers Consulting Performance, Rewards & Talent Making Employee Engagement Happen: Best Practices from Best Employers The Challenge Companies across the globe are taking the initiative to administer and manage

More information

Right: People Roles Recognition - Culture

Right: People Roles Recognition - Culture Our HR Strategy sion Vi Our ambitious new strategy requires a workforce which can demonstrate speed and agility; to achieve this we need to recruit, develop and retain people with the right skills, knowledge

More information

HKIHRM HR PROFESSIONAL STANDARDS MODEL

HKIHRM HR PROFESSIONAL STANDARDS MODEL HKIHRM HR PROFESSIONAL STANDARDS MODEL Creating Values For You and For Organisations Setting Standards Recognising s ABOUT HKIHRM The Hong Kong Institute of Human Resource Management (HKIHRM) is the leading

More information

State of Louisiana Office of Information Technology. Human Capital Management

State of Louisiana Office of Information Technology. Human Capital Management State of Louisiana Office of Information Technology Table of Contents Executive Summary Current State Assessment Recommended Approach Recruiting and Hiring Training Career Paths and Deployment Performance

More information

Succession Planning Process

Succession Planning Process Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their

More information

The Talent Management Framework

The Talent Management Framework The Talent Framework Executive Summary Josh Bersin Stacey Harris Kim Lamoureux Madeline Laurano David Mallon May 2010 BERSIN & ASSOCIATES RESEARCH REPORT V.1.0 The Talent Framework Executive Summary The

More information

Leadership Development Handbook

Leadership Development Handbook Leadership Development Handbook Presented by: Langara College Human Resources Prepared by: Jackson Consulting Group Aim of the Handbook is to provide: Leadership Development Handbook - Introduction help

More information

STAFF REPORT ACTION REQUIRED

STAFF REPORT ACTION REQUIRED Insert TTC logo here STAFF REPORT ACTION REQUIRED Succession Planning Date: June 20, 2016 To: From: TTC Human Resources & Labour Relations Committee Chief Executive Officer Summary Further to the Human

More information

Strategic human resource management toolkit

Strategic human resource management toolkit 19 205 Strategic human resource management toolkit The purpose of the toolkit is to provide the basis for conducting a strategic review of human resource management practices in order to develop and implement

More information

HUMAN RESOURCES. Management & Employee Services Organizational Development

HUMAN RESOURCES. Management & Employee Services Organizational Development Management & Employee Services Organizational Development Human Resources Department FY 2014-15 BUDGETED POSITIONS DIRECTOR.90 FTE * Human Resources Business Partner 1 FTE Human Resources Business Partner

More information

Employee Engagement Survey 2015. Nova Scotia Government-wide Report

Employee Engagement Survey 2015. Nova Scotia Government-wide Report Employee Engagement Survey 2015 Nova Scotia Government-wide Report Employee Engagement Survey 2015 This summary report provides information on the state of employee engagement in the Nova Scotia public

More information

Design Maturity Matrix

Design Maturity Matrix Design Maturity Matrix Your overall design maturity score identifies the level of maturity within your organization. This matrix outlines what different maturity levels may mean for each of the five key

More information

THE EVOLUTION of Talent Management Consulting

THE EVOLUTION of Talent Management Consulting Talent management consulting is the giving of professional, expert advice to executives who are put in charge of handling, directing, or managing those who have a capacity for achievement or success. THE

More information

Case Study. We are growing quickly, and Saba is key to that successful growth.

Case Study. We are growing quickly, and Saba is key to that successful growth. Case Study In the dynamic energy industry, Mansfield Oil one of Forbes 50 Largest Private Companies fuels its employee engagement and retention with a new talent management strategy powered by Saba Software.

More information

Healthcare in the Midst of Change: Linking Engagement and HR Transformation

Healthcare in the Midst of Change: Linking Engagement and HR Transformation Healthcare in the Midst of Change: Linking Engagement and HR Transformation Presented by Warren Cinnick Vice President, Talent Management Trinity Health Sayed Sadjady Talent Management/Org Design Leader,

More information

UTS POSITION DESCRIPTION UTS:HUMAN RESOURCES

UTS POSITION DESCRIPTION UTS:HUMAN RESOURCES UTS POSITION DESCRIPTION UTS:HUMAN RESOURCES Position Title HR Change Manager Unit/Division or Faculty HRU Position Number Current HEW Level HEW 8 Job Family(HR Use Only) ANZSCO Code (HR Use Only) UTS

More information

FYI HIRING. Recruiting Strategies

FYI HIRING. Recruiting Strategies FYI HIRING Recruiting Strategies Revised: March 2011 Summary: This FYI discusses the steps involved establishing or revitalizing an effective recruiting process. It includes considerations for goal setting,

More information

HR Function Optimization

HR Function Optimization HR Function Optimization People & Change Advisory Services kpmg.com/in Unlocking the value of human capital Human Resources function is now recognized as a strategic enabler, aimed at delivering sustainable

More information

Achieving Results Through Genuine Leadership TM

Achieving Results Through Genuine Leadership TM Achieving Results Through Genuine Leadership TM T R A I N I N G Struggling daily with tough business issues and essential goals, organizations are prepared when genuine leaders are eager to live out the

More information

2015 UC STAFF ENGAGEMENT SURVEY RESULTS. January 12, 2016

2015 UC STAFF ENGAGEMENT SURVEY RESULTS. January 12, 2016 2015 UC STAFF ENGAGEMENT SURVEY RESULTS January 12, 2016 AGENDA CUCSA Staff Engagement Survey background 2012 Staff Engagement Survey- outcomes and action items 2015 Staff Engagement Survey Results Our

More information

Building a Unique Total Rewards and HR System For A Unique Company At

Building a Unique Total Rewards and HR System For A Unique Company At Building a Unique Total Rewards and HR System For A Unique Company At Since Starbucks isn t your typical company, this isn t a typical case study. Rather than focusing on a single reward program or even

More information

CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com

CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com LITERATURE Integrating Performance Management and Talent Review Processes Finding 1: Performance management involves the entire

More information

Interview Guide for Hiring Executive Directors. April 2008

Interview Guide for Hiring Executive Directors. April 2008 Interview Guide for Hiring Executive Directors April 2008 Introduction This interview guide has been developed to help the Board of Directors of Big Brothers Big Sisters agencies interview candidates for

More information

Wellness leadership: culture + strategy = results!

Wellness leadership: culture + strategy = results! Wellness leadership: culture + strategy = results! Bryce Williams, Vice President, Well-Being Blue Shield of California costs health blueshieldca.com Wellness leadership 2 Employers are the ultimate purchasers

More information

This is really important, because EE needs to be defined and understood in the context within which it is being used.

This is really important, because EE needs to be defined and understood in the context within which it is being used. FACTSHEET Employee Engagement Introduction This Factsheet highlights the critical importance of Employee Engagement (EE), and offers advice on how you can develop a winning people proposition for your

More information

Leading Through Uncertain Times

Leading Through Uncertain Times The Talent Management and Rewards Imperative for 2012 Leading Through Uncertain Times The 2011/2012 Talent Management and Rewards Study, North America By articulating and documenting their employee value

More information

Over 60,000 people helping customers manage risk in more than 170 countries.

Over 60,000 people helping customers manage risk in more than 170 countries. Zurich at a Glance Over 60,000 people helping customers manage risk in more than 170 countries. Zurich at a Glance 1 Since 1872 We ve been in the business of insurance. Reaching out from our home market

More information

Talent Management: Benchmarks, Trends, & Best Practices

Talent Management: Benchmarks, Trends, & Best Practices Talent Management: Benchmarks, Trends, & Best Practices Karen O Leonard Principal Analyst June, 2010 Copyright 2010 Bersin & Associates. All rights reserved. About Us Who We Are Premier research and advisory

More information

MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER

MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER 2014 ForeSee 2 MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT TABLE OF CONTENTS All Employee

More information

HR Outsourcing: The operational phase

HR Outsourcing: The operational phase HR Outsourcing: The operational phase A presentation to HROA EMEA by Brad McCaw, Senior Consultant, Towers Watson Agenda Towers Watson research around Outsourcing Sourcing consideration Our client experience

More information

Succession Management/Planning Talent Management

Succession Management/Planning Talent Management Succession Management/Planning Talent Management Objectives Upon completing this workshop you will be able to: Utilize a basic framework for building a comprehensive succession plan. Understand the need

More information

Overview of Performance Management

Overview of Performance Management Overview of Performance Management Individual Performance Plan Performance Review & Evaluation 1 Performance Management: Why Me? Why Now? 2 Purpose To Provide an Overview of: The Who, What, and Why of

More information

How to Upgrade Hotel Sales and Revenue Management Incentive Practices and Improve Plan Satisfaction

How to Upgrade Hotel Sales and Revenue Management Incentive Practices and Improve Plan Satisfaction ZS and the HSMAI Foundation IPR Executive Summary How to Upgrade Hotel Sales and Revenue Management Incentive Practices and Improve Plan Satisfaction Tony Yeung ZS and the HSMAI Foundation IPR Executive

More information

Prepared for: Your Company Month/Year

Prepared for: Your Company Month/Year Prepared for: Your Company Month/Year This sample is a condensed version showing selections from an actual 4Cs Comprehensive Employee Survey Analysis report and balloons explaining the main features of

More information

Case Study: Leadership Development Working Across Boundaries: An Innovative Approach to Building Leadership. June 2014

Case Study: Leadership Development Working Across Boundaries: An Innovative Approach to Building Leadership. June 2014 Case Study: Leadership Development Working Across Boundaries: An Innovative Approach to Building Leadership June 2014 The partnership The Leadership & Organizational Development Consortium (LODC) consists

More information

the Defence Leadership framework

the Defence Leadership framework the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in

More information

Human Resources Division Cornell University. Strategic Plan

Human Resources Division Cornell University. Strategic Plan Human Resources Division Cornell University Strategic Plan Executive Summary The HR function continues to provide critically important services to Cornell. However, we must continue to evolve in order

More information

The greatness gap: The state of employee disengagement. Achievers 2015 North American workforce survey results

The greatness gap: The state of employee disengagement. Achievers 2015 North American workforce survey results The greatness gap: The state of employee disengagement Achievers 2015 North American workforce survey results Greatness doesn t happen by chance it s the accumulation of daily successes. True greatness

More information

Talent Management Leadership in Professional Services Firms

Talent Management Leadership in Professional Services Firms Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3

More information

In-Depth, Branded HR e-learnings. www.hranswerlink.com. Webinar Catalog

In-Depth, Branded HR e-learnings. www.hranswerlink.com. Webinar Catalog In-Depth, Branded HR e-learnings 2015 www.hranswerlink.com Webinar Catalog Your clients have a lot of worries. HR shouldn t be one of them. Now you can deliver to your clients and prospects live, interactive

More information

Becoming a Trusted HR Advisor

Becoming a Trusted HR Advisor Becoming a Trusted HR Advisor Prepared by Consulting/Talent & Rewards HR Effectiveness Presentation to University of California Topics for Today The Changing Role of HR in Organizations Today What s Getting

More information

Succession Planning Discussion Guide

Succession Planning Discussion Guide Succession Planning Discussion Guide Overview This discussion guide is used to facilitate the development of the success profile for the CEO and/or other top leadership positions. The success profile describes

More information

How the Fundamentals Have Evolved and the Best Adapt

How the Fundamentals Have Evolved and the Best Adapt Change and Communication ROI The 10th Anniversary Report How the Fundamentals Have Evolved and the Best Adapt 2013 2014 Change and Communication ROI Study Report A Look Back 10 years and Six Groundbreaking

More information

Author: Lydia Cillie-Schmidt Page 1

Author: Lydia Cillie-Schmidt Page 1 Talent Management: An integrated framework for implementation L Cillie-Schmidt: Talent Management: An integrated framework for implementation, Management Today, February 2009 Companies like to promote

More information

Unleashing Potential. Building a Career Development Culture to Drive Employee Engagement. Jeneane Blom Senior Consultant Right Management

Unleashing Potential. Building a Career Development Culture to Drive Employee Engagement. Jeneane Blom Senior Consultant Right Management Unleashing Potential Building a Career Development Culture to Drive Employee Engagement Jeneane Blom Senior Consultant Right Management 2014 Right Management. All Rights Reserved. Right Management Overview

More information

Human Resources Department

Human Resources Department Human Resources Department Mission Hire, develop and retain a competent, committed and diverse workforce to provide high quality and cost-effective services to Scottsdale citizens. Cultivate an environment

More information

PACIFIC. Excelling in a. Changing Higher Education environment

PACIFIC. Excelling in a. Changing Higher Education environment PACIFIC 2020 Excelling in a Changing Higher Education environment 1 PACIFIC 2020 Excelling in a Changing Higher Education environment STOC KTON SAN FRANC I S C O S A CRA MENTO University of the Pacific

More information

6. Chief human resources officer

6. Chief human resources officer 6. Chief human resources officer A Chief Human Resources Officer (CHRO) is a corporate officer who oversees all human resource management and industrial relations operations for an organization. Similar

More information

INFORMATION & DATA WHAT THIS MAP IS:

INFORMATION & DATA WHAT THIS MAP IS: INFORMATION & DATA EdFuel s Blueprint for Success initiative aims to address a looming talent deficit in the education field, developing many more highly effective K-12 system leaders capable of managing

More information

Organizational Culture Transformation: Leveraging Culture to Enhance Performance

Organizational Culture Transformation: Leveraging Culture to Enhance Performance Organizational Culture Transformation: Leveraging Culture to Enhance Performance Allison Laks, PsyD Organization Development Manager Sacramento County Airport System Objectives Learn the model for successfully

More information

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.

More information

An Oracle White Paper February 2012. Oracle Human Capital Management: Leadership that Drives Business Value. How HR Increases Value

An Oracle White Paper February 2012. Oracle Human Capital Management: Leadership that Drives Business Value. How HR Increases Value An Oracle White Paper February 2012 Oracle Human Capital Management: Leadership that Drives Business Value How HR Increases Value Introduction Joyce Westerdahl shares the story of how Oracle s HR organization

More information

Succession Planning: What s Next?

Succession Planning: What s Next? www.pwc.com Succession Planning: What s Next? June 2015 This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not

More information

A Guide to Interpreting StaffPulse Results Prepared for: The National Association of Community Health Centers, Inc. (NACHC) 2014

A Guide to Interpreting StaffPulse Results Prepared for: The National Association of Community Health Centers, Inc. (NACHC) 2014 A Guide to Interpreting StaffPulse Results Prepared for: The National Association of Community Health Centers, Inc. (NACHC) 2014 Key Analytical Goals Action planning is, by far, the most crucial phase

More information

DCL SECURITY INT LTD. DCL Security Strategic Goals DCL Security Business Plan. www.dclsecurity.co.uk

DCL SECURITY INT LTD. DCL Security Strategic Goals DCL Security Business Plan. www.dclsecurity.co.uk DCL SECURITY INT LTD DCL Security Strategic Goals DCL Security Business Plan 2014 2016 2014 2015 2016 Executive Summary This Strategic Goals and Business Plan document 2014 2016, lays out an exciting and

More information

Pima Community College District. Vice Chancellor of Human Resources

Pima Community College District. Vice Chancellor of Human Resources Pima Community College District Vice Chancellor of Human Resources Pima Community College seeks an innovative and strategic leader as Chief Human Resources Officer (CHRO). For more than 40 years, Pima

More information

Workforce analytics: Utilizing benchmarks to maximize performance

Workforce analytics: Utilizing benchmarks to maximize performance Workforce analytics: Utilizing benchmarks to maximize performance Dallas April 9, 2014 Your facilitators G Shebani Patel is a Director with PwC in the Saratoga practice. Shebani is responsible for helping

More information

Strategic HR Partner Assessment (SHRPA) Feedback Results

Strategic HR Partner Assessment (SHRPA) Feedback Results Strategic HR Partner Assessment (SHRPA) Feedback Results January 04 Copyright 997-04 Assessment Plus, Inc. Introduction This report is divided into four sections: Part I, The SHRPA TM Model, explains how

More information

2015 Trends & Insights

2015 Trends & Insights Asia Pacific Mobility The Asia Pacific Mobility Brookfield Global Relocation Services Trends & Insights report is reflective of the global economy which is strongly tied with the economic realities of

More information

The Power of Three. Taking Engagement to New Heights

The Power of Three. Taking Engagement to New Heights The Power of Three Taking to New Heights Engaged employees outperform their nonengaged coworkers. Once viewed with some skepticism, that statement is now widely accepted as fact, thanks to a growing body

More information

Future-proofing employee engagement 5 areas of focus for 2015

Future-proofing employee engagement 5 areas of focus for 2015 Future-proofing employee engagement 5 areas of focus for 2015 Employer Branding Experience 5 th November 2014 1 By way of introduction Thanks for having me Employee engagement is for life 4 An important

More information

Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level

Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level Good Practice INPO 15-012 October 2015 Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level Revision 0 OPEN DISTRIBUTION OPEN DISTRIBUTION: Copyright 2015 by the

More information

Department of Human Resources FY 2009-2013 Strategic Plan

Department of Human Resources FY 2009-2013 Strategic Plan Department of Human Resources FY 2009-2013 Strategic Plan OUR MISSION, VISION, PHILOSOPHY OUR MISSION In partnership with the University of Arizona community, we attract and engage the world-class human

More information

Human Resources Service Delivery Initiative Findings and Recommendations. Campus Update. November 2014

Human Resources Service Delivery Initiative Findings and Recommendations. Campus Update. November 2014 Human Resources Service Delivery Initiative Findings and Recommendations Campus Update November 2014 Context for the Initiative HR activities touch virtually everyone on the campus and present an area

More information

7 DRIVERS FOR BUILDING EMPLOYEE ENGAGEMENT: FROM HIRE TO RETIRE

7 DRIVERS FOR BUILDING EMPLOYEE ENGAGEMENT: FROM HIRE TO RETIRE 7 DRIVERS FOR BUILDING EMPLOYEE ENGAGEMENT: FROM HIRE TO RETIRE Insights from Ceridian s 4th Annual Pulse of Talent Survey EXECUTIVE SUMMARY The insights provided by more than 800 working Canadians show

More information

Talent Management Essential Toolkit

Talent Management Essential Toolkit Talent Management Essential Toolkit Talent Management Essential Toolkit This presentation has been prepared to to provide the reader with an initial overview of five talent management tools that can assist

More information

Performance Expectations Program Director

Performance Expectations Program Director Performance Expectations Program Director Program Development Serve as Agency focal point for assigned area, developing a comprehensive knowledge of functional area and a cooperative, open relationship

More information

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the

More information

Succession Planning: Contingency Planning to Survive Presentation by Richard Kremzier

Succession Planning: Contingency Planning to Survive Presentation by Richard Kremzier Succession Planning: Contingency Planning to Survive Presentation by Richard Kremzier The fundamentals of Workforce Planning will be reviewed, establishing the context of Succession Planning. The principles

More information

Leveraging the Sales Manager Role to Improve Performance Role and Compensation Design Considerations

Leveraging the Sales Manager Role to Improve Performance Role and Compensation Design Considerations Leveraging the Sales Manager Role to Improve Performance Role and Compensation Design Considerations by Darren Tse and Jennifer Frei August 25, 2015 Discussion topics Why should we care about sales manager

More information

Leadership and Management Competencies

Leadership and Management Competencies Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,

More information

THE FUTURE OF LEADERSHIP DEVELOPMENT

THE FUTURE OF LEADERSHIP DEVELOPMENT THE FUTURE OF LEADERSHIP DEVELOPMENT Discussion with McMaster University November 5, 2013 Global Trends 1. Leadership gap persistent, prevalent issue Spending on leadership increasing Succession management

More information

Kent State University Employee Engagement The Division of Human Resources

Kent State University Employee Engagement The Division of Human Resources Kent State University Employee Engagement The Division of Human Resources The Division for Human Resources has long-provided opportunities for university employees to be recognized, developed and retained

More information

Leadership Development

Leadership Development Leadership Development Leadership Development The ultimate test of a firm s leadership strength comes from its overall capacity to produce leadership that delivers stakeholder confidence in future results.

More information

Creating High Performing Organizations: Being an Employer of Choice

Creating High Performing Organizations: Being an Employer of Choice Creating High Performing Organizations: Being an Employer of Choice The worst of the global financial crisis is over. But unknown to many companies, another timebomb awaits. In a brave new world where

More information

Transform HR into a Best-Run Business Best People and Talent: Gain a Trusted Partner in the Business Transformation Services Group

Transform HR into a Best-Run Business Best People and Talent: Gain a Trusted Partner in the Business Transformation Services Group SAP Services Transform HR into a Best-Run Business Best People and Talent: Gain a Trusted Partner in the Business Transformation Services Group A Journey Toward Optimum Results The Three Layers of HR Transformation

More information

Succession Management

Succession Management Succession Management Design Build Attract When you plan for succession, you plan for success. Board members and executive leaders know the importance of succession management to long-term viability. They

More information

People Strategy in Action

People Strategy in Action People Strategy in Action Welcome to Our People Strategy 2 The Bausch + Lomb People Strategy The Bausch + Lomb People Strategy 3 Introduction Transforming our company through our people Our transformation

More information

When you hear the word engagement, you

When you hear the word engagement, you EXECUTIVE FORUM EMPLOYEE ENGAGEMENT: BEYOND THE FAD AND INTO THE EXECUTIVE SUITE Theresa M. Welbourne When you hear the word engagement, you might think of long-term commitment, marriage, diamonds, family,

More information

Human Capital Development FY15

Human Capital Development FY15 1. Introduction This document forms part of our Disclosures on Management Approach (DMA) series, prepared in accordance with the Global Reporting Initiative s G4 Guidelines. The DMA series is designed

More information

6 Ways Social Collaboration Can Boost Employee Engagement

6 Ways Social Collaboration Can Boost Employee Engagement 6 Ways Social Collaboration Can Boost Employee Engagement 6 Ways Social Collaboration Can Boost Employee Engagement In today s demanding corporate environment, businesses are struggling to boost employee

More information

What specific talent groups will be necessary to achieving strategic business goals?

What specific talent groups will be necessary to achieving strategic business goals? NORTH AMERICAN CRITICAL TALENT FEB 2014 INTRODUCTION In August 2013, Mercer surveyed Canadian and US organizations regarding their critical talent practices. As the economy cautiously rebounds, global

More information