CLC Preparing Your Employment Value Proposition

CLC Human Resources

Preparing Your Employment Value Proposition for 2013Three Strategies for Attracting and Retaining Talent

A FrAmework For member ConversAtions

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legAl CAveAt

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2012 The Corporate Executive Board Company. All Rights Reserved.CLC2620212PRO

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ROADMAP

Three Winning EVPStrategies

Current State of the EVP HR Resources

Note: This report presents global EVP trends based primarily on analysis of CLC HRs Global Labor Market Survey, including EVP data from the following 28 developed and developing economies: Australia, Belgium, Brazil, Canada, China, Denmark, Finland, France, Germany, India, Indonesia, Italy, Japan, Malaysia, Mexico, Netherlands, New Zealand, Norway, The Philippines, Russia, Singapore, South Africa, South Korea, Spain, Sweden, Switzerland, United Kingdom, and the United States.

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0%

10%

20%

30%

40%

50%

60%

LABOR MARKET THAWINGFor the first time since 2006, the highly entrenched global workforce has started looking more actively fornew jobs.

Organizations must increasingly build a forward-looking employment value proposition (EVP) strategy with offensive (attraction) and defensive (retention) elements to get ahead of cyclical workforce trends.

CLC HR Resource

Creating a Passive Candidate Recruiting Strategy

Read this brief to develop a recruiting strategy that helps you locate, contact, and convert passive candidates.

Q3 2012 Active or Passive Mix by Region

Region Percentage Passive Percentage Active1

Latin America 31% 35%

APAC 43% 25%

North America 44% 26%

EMEA 47% 24%

1 The remaining percentage for each region is neutral (i.e., neither highly passive nor active).

Passive

Neutral

Active26%

31%

44%

29%

32%

39%

Advantages of Passive Candidates

9% higher performing as new hires

25% more likely to stay as new hires

Q4 2009

Q1 2012

Q4 2011

Q3 2011

Q2 2011

Q2 2012

Q1 2011

Q4 2010

Q2 2010

Percentage of Employees, by Degree of Job Search Behavior1

Q3 2012

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A STRONG EVP IMPACTS THE BOTTOM LINEDelivering a strong EVP can result in positive financial firm impact.

Organizations with a strong EVP experience a 50% decrease in the compensation premium required to attract employees and an 11 percentage point decrease in their annual turnover.

These differences amount to real financial impacta strong EVP can save a moderately sized organization nearly $13million per year.

CLC HR Resource

Define the Vision for a Differentiated EVP

Use this portal to assess your need for a differentiated EVP and better understand the preferences of current employees and top talent.

Compensation Premium Required to Hire Employees

Annual Turnover

21%

11%

16%

5%

Poor EVP Delivery

Poor EVP Delivery

Strong EVP Delivery

Strong EVP Delivery

Attraction Savings

$2,600,000 per YearThe amount an organization that hires 500 employees per year with an average salary of $50,000 would save in compensation premium due to their strong and attractive EVP

Turnover Cost Savings

$10,250,000 per YearThe amount an organization with 5,000 employees with an average salary of $50,000 would save on turnover costs due totheir strong EVP

The Five EVP Categories

Work

Organization

Opportunity

People

RewardsRewards Work

People Organization

Opportunity

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CONTINUED CHANGE CAUSING WORKFORCE MANAGEMENT PAIN

Percentage of Employees Anticipating Substantial Change in the Next Six Months1

Employees and their organizations continue to undergo major change, and executives are unsure whether or how to adapt their EVP strategy.

Four years after the tumultuous global economic events of 2008, nearly half of employees globally still anticipate major organizational changes.

Most organizations are under pressure to adapt their EVP strategies to better attract and retain employees.

CLC HR Resource

EVP Design Center 3.0

Use this online data-based tool to determine which EVP attributes drive attraction and attrition for employees in a specific industry, region, or function.

Organizational Volatility Is the New Normal Organizations Struggling to Adapt EVP toAttract and Retain Employees

The world is changing. If you dont transform your company, youre stuck. You would be under-using your assets if you dont figure out a way to become more relevant as the world transforms.

Ursula BurnsCEOXerox2

Many business leaders have plans to add new employees to their organizations[but] they also have to consider how their decisions during the financial crisis have impacted job satisfaction and loyalty of their current staff.

Matt FergusonCEOCareerbuilder.com3

2009 2H 2010 1H 2011 2H 2011 1H 2012

67%

54%48% 47% 48%

1 Percentage of employees anticipating at least one of the following events to occur over the next six months: layoff of team members, significant organizational restructuring, pay freeze, change of a senior leader, and change of direct manager.

2 NPR Staff, Xerox CEO: If You Dont Transform, Youre Stuck, NPR, 23 May 2012, http://www.npr.org/2012/05/23/153302563/xerox-ceo-if-you-don-t-transform-you-re-stuck.

3 Ferguson, Matt, Employers Preparing for Post-Recession Job Market, California State University, 2010, http://www.csustan.edu/cbassc/documents/BusinessNewsFA10-2.pdf.

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POTENTIAL CAUSES FOR LASTING EVP DISSATISFACTION

Most Employees Still Dissatisfied with EVP DeliveryPercentage of Employees Satisfied with EVP Delivery in Their Organization

Amid constant change, employers are still failing to effectively deliver on their EVP strategy.

Since 2006, EVP delivery satisfaction has reduced by 24%.

Given continued dissatisfaction with the EVP, CLC HR set out to determine the key trends in the EVP that HR professionals must deliver on to better attract and retain employees.

CLC HR Resource

Employment Value Proposition Topic Center

Use this topic center to learn more about how to manage your EVP.

Key Questions

What are the key global trends in the EVP?

How is the EVP different now due to the global financial downturn?

What EVP trends have reverted to pre-downturn levels?

What are the permanent shifts in the post-downturn EVP?

2006 2009 2012

51%

37%

39%


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KEY TRENDS IN THE TOP DRIVERS OF ATTRACTION AND RETENTION

Top Half of EVP Attributes 2012 Attraction Drivers1

2012 Attrition Drivers2

Compensation 40% 36%

Stability 34% 15%

Respect 34% 29%

WorkLife Balance 33% 30%

Location 26% 15%

Future Career Opportunity 25% 44%

Development Opportunity 21% 26%

Recognition 19% 31%

EthicsIntegrity 18% 13%

Vacation 16% 9%

Health Benefits 15% 8%

Collegial Work Environment 14% 6%

Product-Service Quality 14% 7%

Coworker Quality 14% 10%

Job-Interests Alignment 12% 15%

Retirement Benefits 12% 5%

People Management 12% 36%

Manager Quality 12% 31%

Camaraderie 11% 5%

3 PeopleNot ManagementIncreasingly Important

The importance of peers to attracting and retaining employees has risen steadily since 2006

2006

2009

2012

whereas management has become relatively less important in recent years.

2006

2009

2012

2 Total Rewards Return toImportance

2006

2009

2012

Total rewards decreased in importance for attracting and retaining talent in 2009 but have recently seen an increase in importance.

1 Percentage of employees who chose the attribute as one of the five most important when evaluating an employer.2 Percentage of former employees who chose the attribute as one of the five attributes with which they were most dissatisfied with their former employer.

1 Career Paths (Still) Key to Attraction and Retention

2006 2009 2012

Career paths continue to be of great importance, as future career and development opportunities have consistently ranked as top attraction and retention drivers over the last several years.


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GET AHEAD OF THE TRENDS WITH THESE THREE WINNING EVP STRATEGIES

1. Broken career paths are driving employee attrition.

Instead of increasing promotion rates, realign career paths by providing a breadth of development opportunities that are valuablepost employment.

2. Total rewards once again are important to the EVP.

Rather than invest more capital in your benefits package, focus yourefforts on clearly communicating the options already available to your employees.

3. Peersnot managersplay greater role in attraction and retention.

Stop using management as the primary workforce management filter; instead empower peers to drive employee engagement and retention.

Key Trends in the EVP Winning EVP Strategies


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ROADMAP



Rebuild Broken Career Paths

Increase ROI of Total Rewards

Build a People Brand

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37%

23%

I. REBUILD BROKEN CAREER PATHS TO AVOID TURNOVER

Employers adapted their organizational structure and job responsibilities to cope with economic volatility in 2009, resulting in broken career paths.

Nearly half of employees experienced significant organizational restructuring, change in job responsibilities, and change in direct manager in 2009, derailing previously defined career paths.

Although these adjustments were necessary at the time, organizations failed to realign their employees career paths.

Most organizations try to demonstrate upward mobility through fast promotion rates.

Organizational Volatility Peaked in 2009Percentage of Employees Who Experienced Change Over the Last Year

Most Organizations Responding by Increasing Promotion Rates

Increased Change Connected to Greater Career Path DissatisfactionPercentage Satisfied with Future Career Opportunities

CLC HR Resource

Career Pathing Strategies

Read this research brief to learn about how leading organizations position and execute career pathing strategies.

Q4 2009

Q2 2011

Q3 2011

Q4 2011

Q1 2012

Q2 2012

No Change High Degree of Change1

0%

50%

0%

50%

REBUILD BROKEN CAREER PATHS INCREASE ROI OF TOTAL REWARDS DEVELOP A PEOPLE BRAND

Employees today get frustrated easily with how long it takes to move up a career ladder. To keep our high-potential employees in house, we have increased promotion rates and even added levels within the organization to meet their needs for recognition.

Chief HR OfficerGlobal Pharmaceutical Organization

1 Employees who have experienced at least three high-magnitude organizational changes over the last six months (e.g., layoff of team members, significant organizational restructuring, pay freeze, change of a senior leader, and change of direct manager).

= 38%

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PROMOTION EXPECTATIONS WANING

Anticipated Time to Next Promotion RisingAverage Number of Years Expected Until Next Promotion

Regional Breakdown of Anticipated Time-to-Promotion TrendsAverage Number of Years Expected Until Next Promotion

Promotions are expensive and less likely in times of continued economic uncertainty.

Employees have adjusted their promotion expectations globally due to the global economic slowdown, anticipating that their next promotion will take 26% longer than they did in 2009.

In most major regions, employees expect promotions to take longer than they did in 2009.

CLC HR Resource

Maximizing On-the-Job Experiences for Development During Business Downturns

Read this brief to learn how to, despite volatility, invest in development to retain and build the skills of key talent.


Latin America

APAC

North America

EMEA

Australia and New Zealand

2.0

2.5

3.0

3.5

4.0

4.5

5.0

Q4 2009 Q4 2010 Q4 2011

3

3.05

3.43

3.85

Q4 2009 Q4 2010 Q4 20112

4

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Drivers of Career Path SatisfactionMaximum Impact on Future Career Opportunities Satisfaction

Percent Effective

26%

15% 14%

8%

5% 5% 5%

0%

Upskilling for Future

Employment

Organizational Support

Structured Career Paths

Strong Internal Labor Market

Breadth of Opportunities

Merit- Based

Promotions

Fast Promotion Trajectory

Career Empowerment

PROVIDE DEVELOPMENT, NOT JUST PROMOTIONSDevelopment opportunities satisfy employees desire for growth without spending more on title and pay increases.

Employees are seeking opportunities that expand their skill set and enable them to be productive in future roles.

Increased promotion trajectory has only an 8% impact on career path satisfaction.

21% 16% 18% 19% 17% 21% 18% 21%


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CHUBBS REALIzABLE CAREER PATHS Chubb creates realizable career paths for employees by basing job matches on roles and empowering employees to take advantage of opportunities along their career paths.

Job matches are based on similarity with current role, rather than employee interests only, to ensure that matches are realistic and actionable.

Success stories provide real examples of how other Chubb employees have achieved their career goals, building employee interest and confidence in role-based matches.

Role availability updates put targeted information directly in the hands of employees, eliminating the need for employees to rely solely on their managers to pursue their goals.

1. Assimilate Role-Based and Interest-Based Career Paths

Role-based career paths provide employees with potential roles that are realistic and actionable by filtering matches based on similarity to and distance from an employees current role, rather than identifying career paths solely based on employees interests.

2. Build Enthusiasm and Confidence Around Role-Based Opportunities Through Employee Success Stories

Success stories provide real examples of how other Chubb employees have achieved their career goals, helping employees make better-informed career decisions and more clearly understand how to pursue different opportunities.

3. Enable Employees to Independently Pursue Available Opportunities

Automatic notifications provided directly to employees ensure that they can pursue identified opportunities independently without relying on their manager to facilitate the process.

Source: CLC HR, Realizable Career Paths (The Chubb Corporation), Arlington: VA, The Corporate Executive Board Company, 2010.


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II. REALIzE THE FULL VALUE OF TOTAL REWARDS INVESTMENTS

Trends in Importance of Total Rewards to AttractionRanking of EVP Attribute in Importance as a Driver of Attraction

Employees preferences for total rewards returned toand exceededpre-global downturn levels as satisfaction declined.

Employees are more concerned with the employers benefits offerings now than they were in the heart of 2009s global economic turmoil.

In response, many employers are looking to enhance their total rewards package; tight budgets, however, combined with inflated expectations globally for merit increases, hinder organizations ability to expand their total rewards packages.

Employees Expect More Than Is Available in Merit IncreasesActual Merit Percentage Increase Budgets Versus Employee Expectations of Merit Increases

CLC HR Resource

Design Benefits Plans Topic Center

Use this topic center to learn how to design, implement, andcommunicate your benefitsplan.

Health Benefits

Retirement Benefits

Vacation

Most Important

Least Important 2006 2009 2012

Employees Expected Base Salary Increase

Actual Global Base Salary Increase Budget

1 Percentage as of Q3 2012.


2011 20121

4.4%

3.3%

4.8%

3.4%

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TOTAL REWARDS TRANSPARENCY PAYS OFFGiven tight budgets, most cannot spend more on benefits; focus instead on clearly communicating the breadth of options available to employees.

Employees are currently receiving too little information about their total rewards package from their employer.

Those who receive adequate compensation information from their employer are 52% more likely to remain with the organization than those who receive too little compensation information.

CLC HR Resource

Implement and Communicate Pay and Benefits Plans

Use this topic center to improve your total rewards communication strategy.

64% Too Little

Information

Amount of Compensation Information Received from Employer

Transparency IndexREBUILD BROKEN CAREER PATHS INCREASE ROI OF TOTAL REWARDS DEVELOP A PEOPLE BRAND

= 52%

36% Enough Information

Pay Transparency Increases Retention

Too Little Compensation

Information

Enough Compensation

Information

Inte

nt t

o S

tay

wit

h th

e O

rgan

izat

ion

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ACHIEVE TRANSPARENCY THROUGH TARGETED COMMUNICATION

Increase total rewards transparency through improved total rewards communication.

Follow these top five communication principles to improve total rewards transparency and employees pay perceptions.

1. Develop a total rewards brand.Only 41% of organizations have established a consistent brand for their total rewards communications.

2. Prioritize source and content. Source and content account for almost 80% of communication's effect on employees' perceived compensation process fairness.

3. Focus on the basics.

Communications of basic topics, including linking compensation to future organizational strategy, describing performance criteria, and aligning performance with organizational goals, will improve perceived compensation process fairness.

4. Quantify the value of intrinsic rewards.

Organizations should emphasize intrinsic rewardssuch as vacationby describing, personalizing, and/or quantifying their value to employees.

5. Highlight the organizations contribution.

Using total rewards statements or other communications to outline employer contributions gives employees a fuller picture of your organization's EVP, which can increase appreciation of rewards.


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III. DEVELOP A PEOPLENOT JUST MANAGEMENTBRAND

Trends in Attraction Rankings: The People Category, 20092012

Peers are now a key driver of all aspects of the EVP.

Since 2006, the power of peers has risen as a driver of engagement and turnover.

More recently, peer-related EVP drivers have also increased in importance to attracting candidates, whereas management-related EVP drivers have decreased in importance.

Use the rising power of peers to attract and retain top talent in the new, increasingly networked workforce.

Change in EVP Attraction Rank

2009 Rank 2012 Rank

Collegial Work Environment 3 15 12

Coworker Quality 7 21 14

Camaraderie 16 35 19

People Management (5) 12 17

Manager Quality (12) 6 18

People

CLC HR Resource

The Power of Peers

Read this study to learn how to drive peer interactions that enable effective completion of work and drive employee engagement.


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CLC HR Resource

Use Peers to Drive Engagement

Use this topic center to better support peer efforts to engage employees.

ENABLE EMPLOYEES THROUGH PEERS

Maximum Impact of Peer Drivers on Employee Engagement

To increase peer interactions in your organization, enable work through peer interactions instead of simply building camaraderie.

The strongest peer-related drivers of employee engagement facilitate productivity and are more meaningful to employees and employers alike than camaraderie-building drivers.

DERF 11-4748


Title Power of Peers

Least Important: Camaraderie Building

Participating in social events

Participating in work-sponsored volunteer activities

Attending company celebrations

Most Important: Work-Enabling Peer Interaction

Translating goals into day-to-day work

Providing informal feedback

Providing career path information


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HELP PEERS ENVISION THEIR ORGANIzATIONAL CONTRIBUTION

Managers should provide this discussion guide to their teams to help them determine how to best support organizational goals through their day-to-day work.

Managers may or may not choose to participate in the group discussion depending on their teams ability to collaborate.

Although managers can help facilitate the discussion, they may opt not to attend and assign a team member to serve as facilitator so that the discussion is as open and honest as possible.

Instructions

Review the organizations goals. Then, discuss as a group how your team can best support those goals in your day-to-day work by considering the following questions:

What are our expectations and concerns about how the organizations goals will impact our job roles?

How might our roles and responsibilities need to change to best support the organizations goals?

How should workloads be divided over the team to best support organizational goals?

Which of our potential ideas and strategies can support the achievement of organizational goals?

As a team, how can we overcome possible barriers to supporting the organizations goals?

What are the unique strengths and weaknesses of our team, and how might those aff ect our ability to support organizational goals in our daily work?

Do our teams goals confl ict with organizational goals in any way, and do they confl ict with goals in other parts of the business?

DERF 10-6799


Title ST: Building Engagement Capital


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DEVELOP YOUR INTERNAL INFORMAL FEEDBACK MECHANISM

Managers should provide this guide to their teams to help them provide informal feedback to each other.

Note: Managers may want to conduct a brief conversation with their teams about appropriate feedback, distinguishing when formal managers should provide feedback and when it is appropriate for peers to do so.

Opportunities to Provide Peer-to-Peer Feedback

Positive Feedback Development Feedback

Did my colleague go out of his or her way to support me or our team?

Did my colleague demonstrate the organizations values?

Did my colleague go above and beyond on a project we completed together?

Did I see opportunities for improvement in my colleagues work on a project we completed together?

Did I see behaviors from my colleague that reflect poorly on me or my team?

Did my colleague fail to fulfill his or her role effectively on a project or task?

Is my colleague struggling with a particular task orskill?

Tips for Providing Effective Peer-to-Peer Feedback

Provide Informal Feedback Avoid Informal Feedback

That is fair and accurate

That helps your colleague do his or her job better

That is positive and refers to development areas

That is specific

In a timely manner, instead of long after an assignment is over or you observed the behavior

That is relevant to your colleagues job role and level

That focuses on personality weaknesses or flaws

In front of others

That is unrelated to projects in which you are involved

That is inappropriate or unrealistic for your colleagues job role and level

That is more appropriate for your colleagues manager to give

Instructions: Use this guide to learn how to provide effective informal feedback to your peers and teammates.

Source: CLC HR, Manager Guide: Identify Opportunities to Provide Informal Feedback, Arlington, VA: The Corporate Executive Board Company, 2010.

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Title ST: Building Engagement Capital


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PROVIDE CAREER PATH SUPPORT TO PEERS

Understand Your Peers Career Aspirations

Providing career path guidance and support to peers can increase their engagement by as much as 13%.

To provide valuable career path support to peers, it is critical to have an accurate understanding of their needs and interests.

Note: Although career path support is not something youll constantly need to provide to peers, its important to be aware of the help you, as a peer, can provide to your colleagues when the opportunity arises.

Identify Opportunities to Provide SupportThe Following Are Three Key Areas Where You May Be Able to Provide Valuable Career Support to Your Peers

When considering what career path support or information you might be able to provide to your peers, consider the following questions to ensure you have an accurate understanding of their needs and interests.

Is my peer:

interested in a particular position at the organization?

interested in progressing within his or her current function, or another function?

interested in a move that requires diff erent skills, or a new application of existing skills? (i.e., a role that is diff erent in kind, or a similar role in a diff erent function or business unit)

Contacts

You can connect peers with members of your network who:

Know of available opportunities;

May be able to provide access to future opportunities;

Have made the career step or transition your peer is considering; and

Can provide coaching in key areas of development needed to.

Guidance/Advice

You can provide peers with:

Information about available opportunities youve heard about;

Advice based on your experiences, in areas such as:

What opportunities are most valuable and

Who is important to connect with; and

Valuable guidance you have received from others.

Coaching or Development

You can provide peers with:

Access to projects that will develop critical skills;

Informal feedback on progress against development goals;

Coaching in areas where you have experience or expertise; and

Tools and resources that could help them develop critical skills.



23

What the Best Companies Know What the Best Companies Do How CLC Can Help

For the first time since 2006, the percentage of entrenched employees is decreasing globally as more employees begin looking for new jobs.

Prepare for a Reversal of Recent Multiyear Employee Entrenchment Through an Adaptive EVP Strategy

Track activepassive trends by region using the Global Workforce Insights Report.

Globally, employees core EVP preferences have not fundamentally changed since 2006, but EVP satisfaction remains 24% lower than pre-global downturn levels.

Reassess Your EVP Delivery StrategyNot Employee Preferences

Assess your departing employees EVP preferences or experiences using Departure View.

Nearly one in two employees globally continue to experience major organizational change in 2012, and broken career paths are now the top driver of attrition.

Restart Career Paths to Avoid Turnover Costs Optimize your Learning and Development Strategy.

After a brief decline in 2009, the importance of total rewards for attracting talent rebounded sharply in 2012, but employee satisfaction with benefits declined by 24 percentage points since 2006 amid rising costs and slow (wage) growth.

Extract the Full Value of (Rising) Total Rewards Investments Through Improved Communications

Develop a Total Rewards Statement.

Employees preference for high-quality peers rose steadily since 2006, whereas the importance they place in management declined considerably.

Build a PeopleNot Just a ManagementBrand Enable peer-driven engagement and productivity through our Employee Resource Portal.

KEY TAKEAWAYS

24


DESIGN YOUR CORE EVP TO ATTRACT AND RETAIN TALENT GLOBALLY

Prioritize the high-impact EVP attributes that will attract and retain talent in todays market.

Stability

Health Benefits

EthicsIntegrity

Manager Quality

People Management

Organizational Growth Rate

Core EVP Attributes

Future Career Opportunities

Development Opportunities

Respect

Compensation

WorkLife Balance

Location

Recognition

Top 10 Global Drivers of AttritionTop 10 Global Drivers of Attraction

CLC HR Resource

Deliver on the EVP Promise Topic Center

Use this topic center to learn about specific strategies that will help you deliver your organizations EVP.


25

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BOOST YOUR FUNCTIONS PERFORMANCE IN THE MOST CRITICAL AREAS

DERF 10-5874

Catalog #

Title

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Title

HR Transformation Employee Engagement EVP

Assess HR capabilities. Build HR team. Structure HR function. Execute priorities.

Assess employee engagement. Create and execute an action plan. Build manager, peer, and organizational

capabilities.

Assess your EVP. Design a compelling EVP. Communicate EVP attributes. Deliver on EVP promises.

Performance Management Succession Management High-Potential Employees

Design a performance strategy. Set standards and goals. Provide reviews and feedback. Recognize and reward high performance.

Build a succession-management strategy. Assess and identify top talent. Develop and transition successors. Evaluate effectiveness of succession efforts.

Identify your high-potential employees. Develop your high-potential employees. Measure the success of your high-potential

program.

Key Areas of Additional Focus

Sample Action Toolkit: Create a High-Impact Succession Plan

Sample Action Toolkit: Design a HIPO Mentoring Program

Organization Design Social Media Diversity and Inclusion Change Management HR Strategic Planning Workforce Planning HR Metrics

DERF 12-4370


Title HO: Perf_NYC 09 19 AER


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SUPPORT FOR THE CHRO, THE TEAM, AND THE LINE

Supporting HR from Strategy to Execution

QUALITY INSIGHT IMPLEMENTATION SUPPORT TRAINING AND TOOLKITS

TOOLS AND TEMPLATES

IMPLEMENTATION SUPPORT

ADVISORY SERVICES

WEB-BASED TRAININGISSUE DIAGNOSIS

STRATEGIC INSIGHTS

Make Better-Informed Decisions

Executive Briefings and Retreats

Executive Advisor Consultations

Webinars

Identify Proven Solutions

Best Practices

Quantitative Analysis

Weekly Top Ten Briefings

Save Time and Reduce Risk

EVP Design Center

HR Business Alignment Tool

Execute Faster

HR Business Partner Portal

Research and Practitioner Webinars

Online Decision Support Portals

Frame and Train

Virtual Briefings

E-Learning Modules

On-Demand Webinars

Get Answers Quickly

Manager Guidebooks

Checklists for Performance Management

Templates for Assessing Key Employees

FOR THE CHRO FOR THE HR TEAM FOR THE LINE

DERF 10-5874

Catalog #

Title

DERF 10-6706


Title

DERF 12-4370



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DEDICATED SUPPORT WITH CEB VALTERA

CEB Valteras Framework to Solving EVP Challenges

CEB Valtera, our sister consulting practice, provides implementation support to solve your unique EVP challenges.

Assess Your Current EVP

Survey employees, globally or in critical populations, to pinpoint the strengths and weaknesses of your unique EVP drivers.

Robust Capabilities for Driving Change

CEB Valtera is the global leader for workforce surveys and analytics. With over 40 years of survey experience, CEB Valtera is positioned to support progressive HR organizations solve EVP challenges with:

An extensive global database of employee needs and values to help firms understand what matters most in employee career decisions;

Diagnostic tools that enable firms to assess values of key employee segments and employee perceptions of firm strength and weaknesses; and

Proven methodologies to hone your brand to distinguish against competitors while centering on attracting and retaining top talent.

Redesign Your Unique EVP

Engage key stakeholders to design a compelling and credible EVP that showcases the employment brand.

CommunicateYour New EVP

Prioritize effective communication channels for streamlined messaging that impacts all major touchpoints.

Deliver and Measure the

Impact of Your New EVP

Establish and track performance metrics to proactively manage the EVP and measure ROI.

1 2 3 4

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Title Rebuilding EVP Brief_vAug

Contact Us

Website: www.cebvaltera.com

E-Mail: [email protected]


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GET QUICK ACCESS TO BEST PRACTICE RESOURCES

Gateway to all Research, Resources, Tools, and Events

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Catalog #

Title

DERF 10-6706


Title

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Catalog #

Title

SURVEY TOOLS AVAILABLE THROUGH CLC HR

Assess and Benchmark Performance

HR Business Alignment Tool

Purpose: Gather internal customer feedback on HR functional effectiveness and the performance of individual HR business partners, and prioritize areas for functional and individual HRBP improvement.

Mechanisms: Ability to deploy up to three survey modules: a line survey on the HR function, a line evaluation of individual HRBPs, and an HR function self-assessment

Number of Questions: Approximately 40

Departure ViewCLC HRs Exit Survey

Purpose: Survey your departing employees to receive detailed feedback on their reasons for leaving, new job status, areas of dissatisfaction, and likelihood to recommend the organization.

Mechanisms: Organizations use either a universal link for all departing staff or a portal allowing HR staff to send individual survey links to each exiting employee. The survey is always on to collect data continuously from departing employees; CLC HR provides reports to participating organizations quarterly.

Number of Questions: 20

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Title

DERF 11-4220


Title HO: GL_1019 SanFran AER

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RECRUITING EFFECTIVENESS DASHBOARDThe Recruiting Effectiveness Dashboard (RED) is a business intelligence solution that collects information on quality of hire and recruiting effectiveness by surveying key players in the recruiting process on an ongoing basis.

Participation is included in your membership with CLC Recruiting.

Online survey results from new hires, hiring managers, and internal transfers support better decision making in your recruiting function.

RED eliminates guesswork by identifying areas for improvement with key hire quality and process metrics, global benchmarks, and RED Score, saving your team time and money.

Customized Recruiting Analytics Advanced segmentation allows you

to isolate and analyze subsets of your data. Create, save, and edit custom charts. Share charts by exporting to Excel

or PowerPoint.

New Hire Metrics

New hire fit with the job

Satisfaction with the recruiting process

EVP

Internal Transfer Metrics

Engagement with new role and the organization

Recruiting effectiveness

Hiring Manager Metrics

Quality of hire

Quality of candidate pool

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Data at Your Fingertips Eliminate the guesswork from your recruiting

data with RED Score and Key RED Indicators, our high-level view of the most important metrics tracking hire quality and recruiting process quality.

View side-by-side comparisons of your respondent groups (hiring managers, new hires, and internal transfers).

Compare overall and segment performance relative to four benchmarks (overall, custom, industry, and your organization).

Analyze results over time to monitor progress.

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RED includes our proprietary RED Scorean overall indicator of recruiting performance.

The RED Score analyzes data from throughout the RED metrics to provide you with one overall key performance indicator, helping you quickly understand the health of your recruiting process and the critical metrics influencing it.

RECRUITING EFFECTIVENESS DASHBOARD: RED SCORE

RED allows you to quickly identify and drill down into the underperforming areas of the recruitment process and their impact on quality of hire.

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RED Score provides you with the one number that illustrates the overall health of your recruitment process and how it compares to your peers.

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RECRUITER PERFORMANCE SCORECARD

For a demo, please contact your account management team.

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+

+

Hiring Manager

+Recruiting Manager

Recruiter New Hire

Internal Transfer

Client Feedback Surveys Team Feedback Surveys

Ongoing surveys deployed 30 to 90 days post hire

Quarterly and monthly distribution options

Brief fi ve- to seven-minute surveys

Annual self and downward surveys

Brief 7- to 10-minute surveys

Survey results enable your organization to: Gather and report feedback and metrics from hiring managers,

new hires, internal transfers, recruiter managers, and recruiters; Promote systematic development and application of strategic

recruiting competencies for individual recruiters; Benchmark your recruiting team against CLC Recruitings global

benchmark; and Identify and prioritize improvements to recruiter L&D programs.

Alpha Company

Benchmark

Alpha Company

Benchmark

The recruiter performance scorecard is a multi-rater assessment of your recruiters competencies against CLC recruitings talent advisor capability model. organizations base individual recruiters talent advisor capabilities scores on feedback from hiring managers, new hires, internal transfers, recruiting managers, and the recruiters themselves.

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ANALYSIS AND BEST PRACTICES

CLC Compensation Analysis, Best Practices, and On-Demand Services

CLC Compensation provides quantitative insight, best practices, and on-demand services targeting memberidentified challenges.

Quantitative insight enables better-informed decisions on compensation design and implementation that drive attraction, retention, and performance.

Practical, peer-company best practice profiles and tools address pitfalls and other challenges in compensation design, implementation, and measurement.

A dedicated team provides on-demand services, such as custom research, to support a members immediate project needs.

Quantitative Analysis

Example Insight

Relationship Between Commitment, Pay Fairness, and Pay Satisfaction

Best Practices

Example Best Practice

Business Case Differentiation Criteria

On-Demand Services

Example Member Questions

Questions Answered by On-Demand Services

Recent Member Questions How are organizations changing STI targets?

What is the optimal mix of incentives and base pay in a pay package?

How do organizations approach job levelling?

How do organizations link incentives to organizational performance?

How have organizations globalized their approach to compensation?

LowMetric

High

Pay Fairness Perception

Pay Satisfaction

100.0

50.0

0.0

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om

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Larger Effect on Commitment

Employee perception of pay fairness is a much stronger predictor of employee commitment and performance than pay satisfaction.

Case Differentiation Criteria

Stakeholder

Executive Committee

Vice Presidents Frontline Managers

What are the stakeholders key concerns?

Cost of

implementation Impact on

employee engagement and performance

Who controls

implementation Disruption of

business

Handling

difficult conversations

Own

understanding of pay plan

What outcome do they care most about?

Improvement in employee productivity

Seamless business and talent management operations

Good relations with direct reports

In what form will they want to see results?

Dollars and impact on employee outcomes

Business unit performance

Ease of performance and pay conversations

What do I need from them?

Approval for change in pay structure and philosophy

Be a champion for the plan and its rollout

Roll out in one-on-one pay conversations with employees

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Pay Plan Design Benchmarks

Example Pay Plan Design Benchmarks

Online Pay Plan Benchmarks

Plan Segmentation

Base Pay

Short-Term Incentives

Long-Term Incentives

Reward and Recognition

Spot Awards

Urgent Issue Benchmarks

Example Incentive Benchmarks

Short-Term IncentivesHow do you expect to average 2012 STI payouts to compare to 2011 STI payouts? (December 2011 results)

CompWatch: Benchmarking data on total compensation presented in a time series to show trends in responses

Base Pay

Short-Term Incentives

Regional Merit Budgets

Pay Communication Benchmarks

Example Pay Communication Benchmarks

Online Pay Communications BenchmarksTopics CommunicatedTotal Pay

Pay Information Currently Communicated

Role in Communicating Pay

Time Spent Communicating

Measuring Pay Communication Effectiveness

BENCHMARKING AND DATA

CLC Compensation Benchmarks for Pay Plan Design, Urgent Issues, and Pay Communication

Members can benchmark the design of the pay system, urgent issues for the head of Compensation, and pay communication activities or request additional benchmarks.

Benchmark your organizations pay plan design or compare two benchmarked segments for structure, spend, targets, payout, range, and frequency.

Ensure your decisions are informed by the latest changes your peers are making to Compensation, with benchmarks that are updated biweekly.

Benchmark your organizations pay communications against peers for content, timing, source, frequency, channel, manager involvement, and effectiveness.

Submit a RequestCLC Compensation benchmarking is member driven. Please advise us of your specific benchmarking needs either directly through our website or by contacting your account manager.

0.3%

3.2%

9.6%

Poor Performers

Total Average Performers

Average Performers

Top Performers

Top Performers

60% Same as 2011

20% Higher Than 2011

20% Lower

Than 2011

48%

15% 18%

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CLC Human Resources

CLC Preparing Your Employment Value Proposition

Documents

Transcript of CLC Preparing Your Employment Value Proposition