Talent Initiative

3 Year Human Capital Management PlanSeptember 2012

© 2011 AchieveMission 2

ACH HCM Plan At A Glance2012 2013 2014

Talent Acquisition

Managers Role in HCM

Performance Management

Rewards Philosophy

Leadership & Professional

Development

Create & Implement

Cascaded Goals & PM

Process

Quarterly Check-Ins, Performance Reviews & Goal Setting

Integrate Values Goals

Complete Values

Functional Competencies

Leadership Competencies

Talent Review & Dev. Plans

Manager as Coach

Training

Basic Professional

Dev.

Integrate Dev. Goals

Evaluate & Adjust

PM Tech. Solution

Internal Communications

Competency Management

2015

2015

Recruiting Selection On-boarding

Talent Review

Create & Approve

Create & Approve

Evaluate & AdjustImplement

Implement Evaluate & Adjust

Initial Talent Review

Evaluate & Adjust

Evaluate & Adjust

© 2011 AchieveMission 3

Budget2012 2013 2014 2015 Total

Initiative Budget ($)

Staffing (days)

Budget ($)

Staffing (days)

Budget ($)

Staffing (days)

Budget ($)

Staffing (days)

Budget ($)

Staffing(days)

Managers Role in HCM 42 6 48

Performance Management 71 $16k 23 $12k 14 7 $28k 115

Talent Acquisition 21 23 13 9 66

Leadership & Professional

Development26 $12k 35 15 $12k 76

Reward Philosophy 12 9 7 28

Internal Communications 12 3 15

Competency Management $18k 40 $14k 36 $32 76

134 $34k 136 $38k 110 44 $72k 424

© 2011 AchieveMission 4

Communication Plan• Share the plan at a glance and the detail with employees and Board• Channels

Post on the internal website with a summary email asking staff if they'd like to be involved. If they do, they should contact their supervisor and the project lead. Offer readings for more info. (Karen and Joseph to work together to find a way to make this a sticky post.)

Staff meetings: update staff on next steps. If anyone wants Wayne or others to come to a staff meeting to talk about this that would be great.

For those who don’t regularly check email, ensure they have a hard copy. • Timeline:

Posted on Monday 9/24 Discuss in staff meetings by October 5.

• How we will know communications were effective: volunteers, questions, and responses (Survey)

Plan Background

© 2011 AchieveMission 6

Review of Findings: Strategy

Our FindingsOur Findings

• Strategic goals, initiatives, and metrics are clear, but not yet understood by everyone in the organization

• Incomplete buy-in from leadership team– still questioning whether the strategy and initiatives are the right ones

• Need to: Clearly communicate strategic plan Annualize the goals and initiatives

© 2011 AchieveMission 7

Review of Findings: Leadership & Team

© 2011 AchieveMission 8

HCM Framework

StrategyGoals

Initiatives • Metrics

Leadership & TeamRight People in

Right RolesAligned Goals

Optimized Performance

Human Capital ProcessesLead & Govern

• Board • Leadership • Managers • HR

Strategy & Plan• HCM Strategy • Workforce Plan • Competency Mngt • Metrics

Acquire Build Reward & Retain• Recruit • Select• Onboard

• Reward Philosophy • Retention Plan• Comp & Benefits • Intangible Rewards

• Leadership & Prof Dev• Succession• Career Development • Talent Assessments

Align, Monitor & Support CoordinateCulture• Balanced Scorecard• Performance Management

• Org Design • Decision Making• Internal Communication

© 2011 AchieveMission 9

Impact on Strategy Goals and Initiatives

StrategyGoals

Initiatives • Metrics

Leadership & TeamRight People in

Right RolesAligned Goals

Optimized Performance

Human Capital ProcessesLead & Govern

• Board • Leadership • Managers • HR

Strategy & Plan• HCM Strategy • Workforce Plan • Competency Mngt • Metrics

Acquire Build Reward & Retain• Recruit • Select• Onboard

• Reward Philosophy • Retention Plan• Comp & Benefits • Intangible Rewards

• Leadership & Prof Dev• Succession• Career Development • Talent Assessments

Align, Monitor & Support CoordinateCulture• Balanced Scorecard• Performance Management

• Org Design • Decision Making• Internal Communication

© 2011 AchieveMission 10

Impact on A People in A Roles

StrategyGoals

Initiatives • Metrics

Leadership & TeamA People in A

RolesAligned Goals

Optimized Performance

Human Capital ProcessesLead & Govern

• Board • Leadership • Managers • HR

Strategy & Plan• HCM Strategy • Workforce Plan • Competency Mngt • Metrics

Acquire Build Reward & Retain• Recruit • Select• Onboard

• Reward Philosophy • Retention Plan• Comp & Benefits • Intangible Rewards

• Leadership & Prof Dev• Succession• Career Development • Talent Assessments

Align, Monitor & Support CoordinateCulture• Balanced Scorecard• Performance Management

• Org Design • Decision Making• Internal Communication

© 2011 AchieveMission 11

Impact on Aligned Goals

StrategyGoals

Initiatives • Metrics

Leadership & TeamA People in A

RolesAligned Goals

Optimized Performance

Human Capital ProcessesLead & Govern

• Board • Leadership • Managers • HR

Strategy & Plan• HCM Strategy • Workforce Plan • Competency Mngt • Metrics

Acquire Build Reward & Retain• Recruit • Select• Onboard

• Reward Philosophy • Retention Plan• Comp & Benefits • Intangible Rewards

• Leadership & Prof Dev• Succession• Career Development • Talent Assessments

Align, Monitor & Support CoordinateCulture• Balanced Scorecard• Performance Management

• Org Design • Decision Making• Internal Communication

© 2011 AchieveMission 12

Impact on Optimized Performance

StrategyGoals

Initiatives • Metrics

Leadership & TeamRight People in

Right RolesAligned Goals

Optimized Performance

Human Capital ProcessesLead & Govern

• Board • Leadership • Managers • HR

Strategy & Plan• HCM Strategy • Workforce Plan • Competency Mngt • Metrics

Acquire Build Reward & Retain• Recruit • Select• Onboard

• Reward Philosophy • Retention Plan• Comp & Benefits • Intangible Rewards

• Leadership & Prof Dev• Succession• Career Development • Talent Assessments

Align, Monitor & Support CoordinateCulture• Balanced Scorecard• Performance Management

• Org Design • Decision Making• Internal Communication

Plan Details

© 2011 AchieveMission 14

Generic Project Components

© 2011 AchieveMission 15

Implementation Project Team Overview

Role Accountability ActivitiesAvg. Time

Commitment(Hours/Week)

Champion

Lead by learning and visibly demonstrating using new

approaches; communicate vision for change.

Leadership modeling discussions and decisions, engagement as needed.

Liaison to Executive Team.1

Project LeaderEnsure project moves forward and

that team members fulfill commitments

Leadership modeling discussions and decisions, engagement as needed.

Liaison to Executive Team.2

Team Members Provide input and feedback on the project plan and deliverables.

With project team, define the project plan. Draft materials/processes, guide communications, gather

feedback, identify metrics, educate users, manage change process,

roadblocks, etc.

1

Advisor Provide best practices, templates, examples, and process maps.

Provide guidance to the Project Leader and other members of the

project team to ensure that deliverables are created.

Varies by project

© 2011 AchieveMission 16

Working Assumptions• Dollars spent on human capital management

2011: $169,000 2012: $219,000

• Time available for human capital management Leaders & managers: 1/3 Human resources team: 1/2 Individual contributors: 1 day/month

• 5,110 days/year available for human capital management • 1/4 of that time will be spent on Talent Initiative projects, for a budget of

1,278 days/year• Other possible resources to support these projects: books, training, pro bono

volunteers, board member involvement• Organizational and leadership capacity

Fit with annual business calendar and other key events Consistency with pace at which organization can learn and accommodate change

© 2011 AchieveMission 17

Initiatives & Planning Teams

HCM Process Approach Planning Team

Managers Role in HCM StandardProject Lead: W. Carson

Admin TeamAM: Shivani

Competency Management StandardProject Lead: S. Allen

B. LundgrenAM: Shivani

Performance Management WorkoutProject Lead: G. Buff

S. Proctor, B. LundgrenAM: Shivani

Talent Acquisition WorkoutProject Lead: H. Hutchison

S. Allen, C. Storey, M. Cowden, B. LundgrenAM: Shivani

Leadership & Professional Development

Workout

Project Lead: W. CarsonA.Schonborn, V. Mashburn, S. Zalatel, L. Sailing, B.

LundgrenAM: Mike

Reward Philosophy StandardProject Lead: B. Lundgren

H. HutchisonAM: Shivani

Internal Communications Standard Project Lead: J. BrownAM: Harini

Initiative: Managers Role in HCM

© 2011 AchieveMission 19

low

low

high

high

Estim

ated

effe

ctive

ness

Estimated Difficulty

Payoff Matrix

Managers Role in HCM

Managers Role in HCM

Managers Role in HCM

Managers Role in HCM

© 2011 AchieveMission 20

Why & What Managers Role in HCM

Managers Role in HCM

© 2011 AchieveMission 21

Resources, Connections, & Timeline Managers Role in HCM

Managers Role in HCM

Initiative: Competency Management

© 2011 AchieveMission 23

low

low

high

high

Estim

ated

effe

ctive

ness

Estimated Difficulty

Payoff MatrixDirection: Place a separate bubble for each element of the solution on the chart below & label

ValuesValues

Leadership Competencies

Leadership Competencies

Functional Competencies

Functional Competencies

Competency ManagementCompetency Management

© 2011 AchieveMission 24

Why & What Competency ManagementCompetency Management

© 2011 AchieveMission 25

Resources, Connections, & Timeline Competency ManagementCompetency Management

Initiative: Performance Management

© 2011 AchieveMission 27

Why Performance ManagementPerformance Management

© 2011 AchieveMission 28

What Performance ManagementPerformance Management

© 2011 AchieveMission 29

Resources, Connections, & Timeline Performance ManagementPerformance Management

Initiative: Talent Acquisition

© 2011 AchieveMission 31

Why & What Talent AcquisitionTalent Acquisition

© 2011 AchieveMission 32

Resources, Connections, & Timeline Talent AcquisitionTalent Acquisition

Initiative: Leadership & Professional Development

© 2011 AchieveMission 34

Why & What Leadership & Professional Dev.

Leadership & Professional Dev.

© 2011 AchieveMission 35

Resources & Connections Leadership & Professional Dev.

Leadership & Professional Dev.

© 2011 AchieveMission 36

Timeline Leadership & Professional Dev.

Leadership & Professional Dev.

Initiative: Rewards Philosophy

© 2011 AchieveMission 38

low

low

high

high

Estim

ated

Effe

ctive

ness

Estimated Difficulty

Payoff MatrixDirection: Place a separate bubble for each element of the solution on the chart below & label

Create & Implement a

Clear Rewards Philosophy

Create & Implement a

Clear Rewards Philosophy

Rewards PhilosophyRewards Philosophy

© 2011 AchieveMission 39

Why & What Rewards PhilosophyRewards Philosophy

© 2011 AchieveMission 40

Resources, Connections, & Timeline Rewards PhilosophyRewards Philosophy

Initiative: Internal Communications

© 2011 AchieveMission 42

`

low

low

high

high

Estim

ated

effe

ctive

ness

Estimated Difficulty

Payoff MatrixDirection: Place a separate bubble for each element of the solution on the chart below & label

Create and Implement

Communications Plan

Create and Implement

Communications Plan

Evaluate effectiveness of communication

vehicles and adjust plan

Evaluate effectiveness of communication

vehicles and adjust plan

Internal Communications

Internal Communications

© 2011 AchieveMission 43

Why & What Internal Communications

Internal Communications

© 2011 AchieveMission 44

Resources, Connections, & Timeline Internal Communications

Internal Communications

© 2011 AchieveMission 45

Implementation Team Needs

• Managers Role in HCM Champion + Project Lead: Wayne Carson 2-3 Team Members including one individual contributor

• Recruiting Champion: Hollis Hutchinson Project Lead: Carla Storey 3 Team Members including one from marketing

• Goal Alignment & PM Forms & System Champion: Gary Buff Project Lead: Barbara Lundgren 3 Team Members representing managers, individual contributors,

different programs and departments