…What about the other 30,000 employees in this place?

Elease WrightSenior Vice President, Human ResourcesAetna Inc.

Beyond the Beyond the Succession Plan:Succession Plan:

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Aetna at a Glance

32,000 employees 75% women; 26% people of color Management: 46% women Among leading health insurers

– 15.8 million medical members – 13.1 million dental members – 10.5 million pharmacy members

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Making history:three generations in the workplace

Convergence of traditional leadership with diverse workforce

Different values create competing priorities

Youngest employees expect fastest career progression

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A new breed of worker

About 70% of workers under 26 feel companies should use volunteering as a professional development tool.*

In 2007, only 16% of employers offered paid leave for volunteering – a 4% decrease from last year.**

*Deloitte** SHRM

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Employers (still) looking for fundamental skills

Top five skills employers want in Top five skills employers want in 4-yr college grads:4-yr college grads:1. Oral Communications2. Teamwork/Collaboration3. Professionalism/Work Ethic4. Written Communications5. Critical Thinking/Problem Solving

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“What job will I be in five years from now?”

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“Helicopter Parents” add new dynamic

“What opportunities are you offering my child in this summer internship…”

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“I don’t understand these people…why aren’t they just happy to have a job?”

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How these dynamics play out in the war for talent

Business needs: Leaders in the short-term pipeline Stable of middle managers gaining

valuable experience Promise of opportunities to retain

young talent Foresight to recognize new

leadership needs Agility to keep pace

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How these dynamics play out in the war for talent

Business needs: Leaders in the short-term pipeline Stable of middle managers gaining

valuable experience Promise of opportunities to retain

young talent Foresight to recognize new

leadership needs Agility to keep pace

Employee needs:

Clear path for progression

Access to opportunities

Systematic way to track progress

Affirmation

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Implications to traditional succession planning

• Identify talent for specific roles • Develop talent via broad experience

Current

• Recruit grads for fast track training • Companywide talent database• Senior leadership support

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Implications to traditional succession planning

Future

• Strategic planning for talent needs• Information fuels workforce planning•“Bundling” bench through talent pools• Two-way conversation• Infrastructure supports all employees

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Talent ManagementCase Studies – “Two Susans”

After four years of modest growth in a new business, we need someone to lead an aggressive growth strategy for this business. Who would you pick?

20+ yr career in sales An MBA w/ 20+ years of strategic

marketing in a consumer products company

18 years of customer operations experience, 2 years P&L

SUSAN 1

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Talent ManagementCase Studies – “Two Susans”

She started in HR employee relations 20 years ago…since then worked in financial services, administration, business areas…Now she’s:

Our top sales person for our National Accounts segment

Head of our Employee Relations & Compliance area

Head of our product strategy & development

SUSAN 2

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Making the switch:talent management More than one-to-one succession Business needs: now & future Engaging employees with different

values, goals & expectations Finding the “Susans” among

30,000 employees

Dynamic business needs

Three generations

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Migration to Talent Management Mindset

Rewards &Opportunities

Rewards &Opportunities

Employee Engagement

Employee Engagement

ManagerEngagement

ManagerEngagement Training &

Development

Training & Development

Business Needs:Future

Business Needs:Future

Available Talent

Available Talent

Business Needs:Current

Business Needs:Current

Talent Management

Culture

Talent Management

Culture

• Talent Manager inventory

• Core curriculum• Leadership development• Talent pool programs• Diversity plans

• HR as business consultant• Long-range planning• Mergers & Acquisitions• Succession planning• Recruiting strategy• Employer of Choice

• Compensation design• Developmental

assignments• Selected for special

training• Recognition

• Potential employees being recruited

• Existing employees looking for career

opportunities

• Succession Planning• Productivity initiatives• Redeployment

• Performance discussions• Mandatory training• Voluntary training• Development

opportunities

• Talent Pools• Performance Management

process• Productivity initiatives

Operational connections

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• Proof that the new way works• Evidence that they will benefit

• Minimal effort to learn/do new thing• Credit for agreeing to try it!

• Outlet for offering “suggestions for improvements”

• Proof that the new way works• Evidence that they will benefit

• Minimal effort to learn/do new thing• Credit for agreeing to try it!

• Outlet for offering “suggestions for improvements”

Changing the mindset from compliance to commitment

TimeTime

Early Adopters care about…Early Adopters care about…

• Change that makes sense

• Things that help them• Leading the way • Cool tools

• Change that makes sense

• Things that help them• Leading the way • Cool tools

ComplianceCompliance

CommitmentCommitment

Fence-sitters and Resistors care about…

Fence-sitters and Resistors care about…

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Putting the pieces together…

Requires a different perspective

Business needs

Individual goals

Talent “Information Super Highway”

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Key to success:Know them…all of them

Almost two-thirds of Americans won’t buy an appliance if it doesn’t come in their favorite color.

-- J.L. Morton, color consultant

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…What about the other 30,000 employees in this place?

Elease WrightSenior Vice President, Human Resources

Aetna Inc.

Beyond the Succession Plan:Beyond the Succession Plan: