retaining and developing high potential talent_nhsa webinar
TRANSCRIPT
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7/30/2019 Retaining and Developing High Potential Talent_NHSA Webinar
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Retaining and Developing
High Potential TalentPromising Practices in Onboarding, Employee Mentoring
& Succession Planning
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7/30/2019 Retaining and Developing High Potential Talent_NHSA Webinar
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Welcome and some introductions
Rachel Lustig
Sr. Vice President of Mission and Ministry
Karen Key
Vice President for Programs
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7/30/2019 Retaining and Developing High Potential Talent_NHSA Webinar
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Our panelists
Carolyn Altemus - Boy Scouts of America
Director, Employment and Diversity
Terri Dorsey - Boys and Girls Clubs of America
Director, Organizational Development
Elma Jeyasekar - NHSA
HR Professional, former HR intern & toolkit co-author
Ann Walling -National Industries for the Blind
Human Resources Manager
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Building a Talent Management Plan with a
Diversity & Inclusion Focus
Despite unemployment, war for top talent
continues, and its not just about recruitment
Talent diversity is a competitive advantage Diverse perspectives, creativity, agility, innovation
Knowledge of diverse markets / constituents
Key to getting results from Diversity & Inclusion efforts:
integrating the workinto organizational culture
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Building a Talent Management Plan with a
Diversity & Inclusion Focus
NHSA-Wagner School baseline research on Diversity & Inclusion
efforts among our members in the nonprofit human services
sector (2011)
Good news: is significant executive commitment to increasing theethnic and racial diversity of staff, including at senior executive level
3 key areas of practice where we could make a big difference by
doing more:
Onboarding
Employee Mentoring Programs
Succession Planning
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Onboarding
Perhaps the best single opportunity to set a
course for retention and to communicate
commitment to diversity & inclusion
New hires need tools and resources to help
them assimilate, build relationships and
become a partof the organizational culture
Its not just about paperwork its about a successful first 100 days,
and a successfulfirst year
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Onboarding
Case Study: NIBs Mission Possible PassportGoal: help new employees effectively transition
Process:
Starts with 2 half-day training sessions, followed by Mission Possible
Passport Simulates getting your passport stamped when new hire visits
organizational leaders
8 weeks to meet department and division heads
Helps employees learn about activities, programs, roles, NIB culture
Culminates in recognition at organization-wide Town Hall meeting
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Onboarding
Outcomes
o Extensive and very positive feedback from participants
o Provides new hires with the big picture and a smooth and quick
transition
o Involves many employees in the onboarding process
o Brings together employees from different backgrounds and helps
overcome misconceptions about working with people with disabilities
o Builds employee engagement
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Employee Mentoring
Many successful executives attribute
their ability to grow and advance to a
relationship with a mentor
For new hires, connecting with a
mentor can be a key to success
for hires from diverse backgrounds, mentoring can be especially
valuable
Harder to find one
So important to aid in learning the culture
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Employee Mentoring
Some best practices to consider:
Know the purpose mentoring as a retention strategy
Carefully match mentor and mentee
Provide formal guidance and training
Consider peer-to-peer, reciprocal and cross-silo mentoring
matches
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Employee Mentoring
Case Study: Boy Scouts of Americas ScoutingAmbassador Program
Started with a focus on workforce diversity open to all employees
Every new hire is assigned an Ambassador
Ambassadors are employees in good standing who are trained on
how to develop a strong mentoring relationship to develop,
nurture and retain mentees
Matches are based on mentees developmental needs if a culturalmatch is requested, it will be provided
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Employee Mentoring
Boy Scouts of Americas Scouting Ambassador
Program Encouraged to go to lunch, spend time together developing the
mentor-mentee relationship
60 days post-onboarding, the Ambasssador-mentee progress is
evaluated, and then quarterly.
Annual celebration of the Ambassadors contributions
Outcomes: employees feel more of a sense of belonging, their
development is enhanced, and they feel more engaged.
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Succession Planning
Attracting, onboarding, retaining and
developing diverse high potential talent
are crucial elements of a talent plan
with a Diversity & Inclusion focus
To be a truly inclusive organization, you must ensure that your
workforce is diverse at alllevels, including senior management
Movement into the executive ranks shouldnt and doesnt
happen by accident if you want change,
you must be intentional
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Succession Planning
Succession and replacement strategies for critical positions need tobe aligned with diversity strategies and top management needs to
be bought in and involved
Develop high potentials not just those in line to succeed a senior
executive - and emphasize promotion from within
Recognition and reward performance evaluation should assess
contribution toward a diverse succession plan
This integration is a long term effort, not a short-term fix
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Succession Planning
Case Study: Boys and Girls Clubs ofAmericas
Succession Planning Process
Started with a comprehensive, two year leadership developmentprogram for 15 high potentials to prepare them for advanced
leadership positions
Since 2003, 48 high potentials have completed the program,increasing bench strength for leadership roles
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Succession Planning
Boys and Girls Clubs of Americas
Succession Planning Process
Next phase of the process: 2007 expansion Creation of candidate pools for specific leadership positions
Each candidates strengths and weaknesses, along with developmental
opportunities, are identified
Senior leaders are responsible for ensuring developmental needs of
possible successors are met
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Succession Planning
Boys and Girls Clubs of Americas
Succession Planning Process
Progress is tracked, evaluated through performance review process
Board holds the CEO accountable for the succession plan; CEO holds the
Senior VPs accountable
Outcomes:
5 year retention rate for participants in the leadership development program: 77%
Participants also achieved higher performance ratings post-participation Promotion rate of participants is almost triple that of the rest of the employee
population
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Questions?