Social Media Strategies for Learning & Development and Talent Acquisition

Transcription

1 Social Media Strategies for Learning & Development and Talent Acquisition Valerie Collado, Director of Corporate Communications & Karen Clay Toren, Director of Talent Management

2 Agenda VWR Business Overview Leadership Development Strategy Social Media in Leadership Development Talent Acquisition and Social Media Questions & Discussion

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4 Enabling Science Since 1852 Empowering continuous improvement in many markets through Strength, Vision & Innovation From a foundation in Gold Mining to Global Leader in Laboratory Supplies Distribution

5 Proprietary & Confidential Creating a High Performance Organization Create High Performance Culture Assess, measure and manage culture Align performance management, talent management & rewards Improve decision-making and governance Encourage managers to have courageous dialogue Develop Transformational Leaders Implement VWR leadership competencies in people management practices Build a broad, deep & diverse talent pipeline Align learning programs to new standards & strategy Build the Talent to Win! Identify, attract and retain critical talent for new strategy Identify and develop new skills and capabilities needed Reevaluate programs, practices, & systems as business changes Celebrate wins!

6 Organization & Governance Talent Management Framework Talent Strategy & Business Alignment Talent Acquisition Sourcing Candidate Pools Assessment Employer Brand Recruiting Selection Onboarding Talent Mobility Workforce Planning Capability & Competency Management Leadership Development Succession Management Career Management Performance Management Learning & Capability Development Talent Infrastructure Content provided by: Bersin and Associates Total Rewards Rewards & Recognition Pay for Performance Benefits Packages Critical Experiences Compensation Modeling Risk Benefit Analysis Business Metrics & Analytics 5/23/2012 Proprietary & Confidential 6

7 Proprietary & Confidential VWR Enabling Science We Act With Integrity Our mission is to enable the advancement of science SELF throughout the world. We Are One Team

8 Proprietary & Confidential Talent Processes Talent Acquisition Workforce Planning Performance Management Competencies Leadership Development Development Planning and Career Management Succession Planning

9 Development Frameworks Talent Development Associate Development Focus on the many Leadership Development / Succession Plan Focus on the few Leadership Development IDENTIFY DEVELOP MOVEMENT Performance Results Leadership Assessment Performance Talent Review Results Plan 70% Experience 20% Coaching 10% Training Development Needs Gain Experience Talent Pool/ Leadership 5/23/2012 Proprietary & Confidential 9

10 Growing Talent at VWR An Overview Emerging Talent Supervisors /Managers Directors Executives VP/SVP Developing Leaders Manager Development Program LDP Courage to Lead Executive Leadership Program VWR Day 1 Experience New Manager Orientation Building Essential Management Skills Professional Skills Offering Mentoring Assessments Social Media learning New Leader Assimilation 5/23/2012 Proprietary & Confidential 10

11 May Post-May February March/April Leadership Development Program (LDP) Target Audience: High potential Director talent. 15% of global Director-level population, or 50 associates annually Assessment Pre-Work Benchmarks 360 Assessment Receive report and feedback from a coach Pre-reading Create an Individual Development Plan based on 360 feedback Identify an action learning project Meet with HRBP and Manager Workshop Post-Work 2 day, in-person workshop Topics include managing in a matrix, defining stakeholder roles, navigating the hierarchy, and situational leadership Work on action learning project that will result in measurable business and customer impact Continue working on action learning project and bring to completion Follow up meetings with HRBP and manager Update Individual Development Plan Peer coaching Social Media Networking with peers 5/23/2012 Proprietary & Confidential 11

12 LDP Objectives Lead as an orchestrator: optimize cross-functional knowledge networks Refine your personal brand to maximize influence upwards, downwards and externally Set a high bar and get commitment from teammates without authority Create dynamic creative tension amongst diverse groups (functions, perspectives).innovation Change leadership Facilitate internal networking

13 Connections via Social Media Application: LDP participants stay connected after the classroom Continue to receive peer feedback via blog, discussion board Read topical updates and articles from facilitator team Participants offer their own learnings and leadership POV Receive and complete program homework "Learning is an active process. We learn by doing.. Only knowledge that is used sticks in your mind." Dale Carnegie 5/23/2012 Proprietary & Confidential 13

14 VWR Connect Liferay Platform 5/23/2012 Proprietary & Confidential 14

15 Engagement with Leadership 5/23/2012 Proprietary & Confidential 15

16 Collaboration 5/23/2012 Proprietary & Confidential 16

17 Social Media for Learning: Best Practices Link to learning objectives: Use Social media to achieve your goals, not just for cool factor Find touch points Regular content push Pull the use of the site with actions Evaluate and Revise Get feedback via metrics Let your participants be your guide Implement and measure business impact 5/23/2012 Proprietary & Confidential 17

18 Social Media and Recruitment Valerie Collado, Director of Corporate Communications

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20 What Can We Track? 20

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22 Growth Note for bit.ly clicks: this is a comparison of total number of clicks on any links we shortened from the previous quarter to this quarter. Quarter Start numbers are the total number of clicks in the previous quarter; Quarter End numbers are the total number of clicks in the most recent quarter.

23 Notable Interactions

24 Conclusion, Questions & Discussion