American Cancer SocietyTalent Strategy

Kimberly McAdams, Managing Director Talent Development

Agenda for Today

• About American Cancer Society

• Talent Strategy Concept• Talent Strategy Initiatives• Your Questions

ACS Mission Statement

The American Cancer Society is the nationwide community-based voluntary health organization dedicated to eliminating cancer as a major health problem by preventing cancer, saving lives, and diminishing suffering from cancer, through research, education, advocacy, and service.

ACS Structure

Agenda for Today

• About American Cancer Society

• Talent Strategy Concept• Talent Strategy Initiatives• Your Questions

Talent Strategy“Re-investing” in Our Talent

The American Cancer Society is committed to making this the very best place to work and volunteer – a place where people want to work, where people develop their skills throughout their careers, and a place where people stay because they are valued.

Talent Strategy – Focus

Talent Strategy – Focus Areas

Talent Attraction

Talent Retention

Voluntarism

Diversity & Inclusion

Talent Development

Agenda for Today

• About American Cancer Society

• Talent Strategy Concept• Talent Strategy Initiatives• Your Questions• Key Take – Aways

V

Volunteerism Focus AreaIndicates Implementation underway or implemented

Candidate Quality

Young Professional Volunteer Program

Nationwide Benefits Evaluation

Diversity Development & Education Program

Change & comm. Plan

Talent Strategy Initiatives 2007 – 2008

Workforce Planning

Nationwide Flexible Work Program

Design and select leadership development program

Conduct senior level talent review & pilot talent pipeline analysis

Pilot Talent Opportunity Program

Assess benefits opportunities

Evaluate career progression for critical roles

Evaluate talent management systems

Develop scorecard

Clarify Roles

Change & Sustainability

Talent Attraction Administration Centers

Refresh employment/ volunteer brand

Complete comp study & pension changes

Talent Retention

Senior Executive Development

Define core competencies

Talent Development

Nationwide Onboarding

Complete pilot and nationally deploy PeopleClick

Talent Attraction

20082007Focus Area

Nationwide Reward for Performance

V

Engagement Study

VVVV

V

V V VV

VVV

Manager developmentV

Organizational Core Competencies

American Cancer SocietyCompetency Definitions

• Business Acumen• Change Catalyst• Communication Effectiveness• Constituent-Focused:• Inclusiveness• Judgment and Decision-making• Volunteer/Staff Partnership• Results-Oriented

Applied Nationwide and throughout Society Pathways in:•Performance Management•Interviewing and Selection•Career Progression, Learning and Development

To guide your development, learning and development opportunities have been mapped to core competencies including courses, development recommendations, books and more!

Applied Nationwide and throughout Society Pathways in:•Performance Management•Interviewing and Selection•Career Progression, Learning and Development

To guide your development, learning and development opportunities have been mapped to core competencies including courses, development recommendations, books and more!

• Validated by Mercer Consulting, these competencies are to provide staff with a basic definition of what is expected in each competency and includes behaviors that demonstrate the competency.

• Each competency includes behaviors and development recommendations that correspond to one of 4 primary levels – Support, Expert, Manager and Leader – called career progression.

Core Competency and Career Progression

Support

Expert

Leader

Manager

Talent Attraction Administration Center (TAAC)

Talent Attraction Administration Center

(TAAC) Volunteer Scope of Services

Pass to Division

Representative

Pre-Screen Volunteers from

Cancer.org

Initial Introductory Phone Call including Discussion/Selection

of Volunteer Program

Volunteer Recruitment Support• In one quarter the TAAC

successfully connected with 286 interested prospective volunteers for one Division

Eastern TAAC Services - Q4 Call Breakdown

0

20

40

60

80

100

120

June 33 45 16 94

July 30 44 32 106

August 37 36 13 86

TOC Emails Returned Call Backs Total Calls

Talent Attraction Administration Center

(TAAC) Staff Scope of Services2007Spend

Efficiencies

+ 2008Process Efficiencies

+ 2009Candidate Quality

= Best Talent to Achieve

Mission

2007 Current Workgroup focus

Nationwide Vendor Management &

Contracts

•People Click

•Career Builder

•Background-checks

•Contingent labor

Relationship Management

•Event Coordination

•Diversity Sourcing

Recruiting Coordination

Schedule Interview

Post Job

Prescreen

Candidate

Close-out Job/

Candidate

Staffing Support – Example of results

TAAC Recruitment on Req 3224

45

2116

511

05

101520253035404550

Inb

ox

Did

No

t P

ass

Scr

ee

ne

d

Did

No

t P

ass

Scr

ee

nin

g

Hiri

ng

Ma

na

ge

rR

evi

ew

Ca

nd

ida

tes

For one requisition for a position:• 45 people applied• 21 People did not pass the prescreen• 16 People met minimum requirements and

were phone screened• And 11 were passed to Hiring Manager for

review

TOP program for staff and volunteers

• Approximately $11 million in turnover costs annually

• Approximately 34% turnover nationwide annually

• Majority of turnover at junior levels

• Majority of turnover at Income / Relay roles

• Multiple attempts to rectify issues have not proven successful over time

• Approximately $11 million in turnover costs annually

• Approximately 34% turnover nationwide annually

• Majority of turnover at junior levels

• Majority of turnover at Income / Relay roles

• Multiple attempts to rectify issues have not proven successful over time

• Provide entry level staff with exposure, training and career support towards a career.

• Provide career coaching to all staff in program.

• Encourage entry level staff to learn about greater opportunities available at ACS and prepare for growth throughout the organization.

• Provide entry level staff with exposure, training and career support towards a career.

• Provide career coaching to all staff in program.

• Encourage entry level staff to learn about greater opportunities available at ACS and prepare for growth throughout the organization.

Current Challenges

Talent Opportunity Program Will:

Talent Opportunity ProgramGoals:1. Consistently retain community development staff for 3 years 2. Deliberately plan for community development turnover 9-12

months in advance3. Enable positive community development staff turnover with

90% job satisfaction at exit interviews

Phase OneAssign buddy

Formal On Boarding Process

Introduction to nationwide community

Formal competency and knowledge assessment

to move to Stage 2

Phase TwoAssign Mentor

Minimum of 1 business knowledge application /

Workgroup Cross-Functional Learning Experiences

Career coaching session #1Nationwide TOP

Community Event Formal competency and

knowledge assessment to move to Stage 3.

Post TOP Transition into

Career Progression and Core Competency Map.

Opportunity to become a buddy, mentor or coach

Opportunity to become TOP representative and/or

help plan TOP events

Phase Three1 business knowledge

application 1 volunteer opportunity/

community service. Define career Plan

with coach Career coaching sessions

2 learning or knowledge application experiences

Mentorship program Final Stay, Grow, Go conversation

TOP Program Timeline

Throughout each phase: • Quarterly Assessments of Participant, Manager and Program• Opportunity for Participant to contribute back to the TOP program (example: become a buddy)• Transition TOP development opportunities into work place• Stay, Grow, Go conversation• On Going Management Training Opportunities

Professionals Against Cancer

OBJECTIVES:1. Maximize attraction of young pro bono corporate professionals as Society volunteers.2. Maximize our volunteer leadership capacity by developing young pro bono corporate

professionals.3. Maximize volunteer retention by developing positive relationships with young professionals

early in their Society and corporate careers (within the first three years).

PHASE ONE PHASE TWO PHASE THREE

POST TOP1. Formal on-boarding process.

2. Assigned a staff or experienced volunteer partner.

3. Introduce to nationwide social community.

4. Develop a work plan with defined deliverables and expectations.

1. Assign mentor & coaching session #1.

2. Workgroup cross-functional learning experiences.

3. Nationwide TOP community event for networking opportunities.

4. Provide an ACS mission experience.

1. Volunteer career coaching sessions for succession planning.

2. On-line learning & development opportunity.

3. Introduce re-engagement plans.

4. Learn about the mentorship program.

5. Graduation

1. Mentor future TOP Volunteers.

2. Spokesperson for TOP Volunteer Program.

3. Help plan future TOP community events.

4. Future leadership opportunities.

MEASURES OF SUCCESS:1. Increase % corporate participation in the pro bono young professional program.2. Increase % of pro bono young professionals continuing engagement with the Society post

program graduation in any capacity (volunteer, donor, advocate, etc.)3. Increase % of pro bono young professionals participating in 1 or more leadership development

opportunities.4. Maintain overall satisfaction rating of 80% or above among pro bono young professional

program graduates.

DRAFT

Young Professionals(Gen X / Gen Y)

Encore Professionals(Boomers/Vets)

Reverse Mentoring

Mentoring

Target Market:Young professionals graduating school with related concentrations (MBA, Nursing, Psychology, Healthcare, Management, Marketing, Social Work, Education, Law, etc.)

Benefits:-Learn professional skills-Gain real world experience-Utilize educational skills-Build networks-Make a meaningful difference

Professionals Against Cancer

Target Market:Experienced workers looking to retire, or in retirement but who want to remain active and involved

Benefits:-Utilize professional skills-Learn new skills-Leverage networks-Grow young talent-Make a meaningful difference

Other Volunteer Integrated Talent Strategy Programs• Nationwide Leadership

Development Program• Branding• On Boarding• Diversity• Total Rewards• Engagement Study• Scorecard

Agenda for Today

• About American Cancer Society

• Talent Strategy Concept• Talent Strategy Initiatives• Your Questions

Thank you!