Strategic Talent MobilityThe Who, The What and The How

#TheAHAlife

The Takeaways

• Why talent mobility is important at the American Heart Association

• How we have made internal mobility a key focus

• What we have in place today

• Bumps in the road we experienced

• Where we want to go with it

#TheAHAlife

First, Lets Define

#TheAHAlife

Find the Sweet Spot

Individual’s Need to Grow

CapabilitiesAspirations

Organizational Needs

ExperiencesSkills

competencies

Why Talent Mobility is Important

• #1 Source of hire for most organizations

• No matter the generational stereotype – EVERYONE wants to grow

• Quicker Ramp-Up and Productivity

• Great PR for the employer brand

• Employees are viewed as your greatest corporate asset

Talent Mobility at AHA

Source of Hire # of Applicants # of Hire Percentage of Applicants

Percentage of Hires

Internal 4,784 1479 1.6% 36%

Employee Referrals

8.887 739 2.7% 20%

Indeed 198,707 725 60% 20%

ATS: July 1, 2013 through June 30, 2016Total Applicants: 327,661 Total Hires: 4,126

Why the Focus

• Creates a culture than people want to be a part of and experience

• Improve retention of fundraiser turnover with less than three years

• We are on a mission to save lives and retaining those who believe in it gets us to our goals faster

• Overcome the ‘work for nonprofit” reputation

• Share success stories with our volunteers, donors, and social followers

The How

• Have a defined process around internal transfers and promotions

• Respond to the employee engagement issues around their growth

• Top of mind approach toward potential internal candidates

• Look to our succession plans for Director level and above roles

• Communicate the opportunities

• Measurement

Our Process

Speak with all internals first before speaking with externals

Talent Acquisition Team talks to all internals who apply

Hiring Managers speak with all internals who apply

Employee Engagement

Take the pulse of our organization every year

Each department focuses to develop the team’s growth

Performance discussions are focused on our employees’ growth

Top Of Mind

Recruiters get to know the people they hire

Help the manager think about the if we hire, what and where could the they grow

Recruiters keep internal candidates at all levels top of mind and make suggestions to hiring managers before the posting goes up

Succession Plans

All regional offices and National Center have succession plans for Director and higher

2018 – will focus on managers and above

Recruiters utilize succession plans in our HCM system

Ensures we keep our high potential employees top of mind throughout their AHA Life

Communicate the Opportunities

Bi-weekly newsletter with the following:

Highlighted Jobs

Direct link to our Internal Careers Portal

Recruiting Events – Internal and External

Provide career advancement advice

Answer questions about the internal process

Measuring Success

Metrics we review:

Total Turnover

Fundraiser Turnover

Employee Engagement Percentage

Talent Readiness per succession

Internal vs External Fills

% of internals promoted vs lateral

Down the road…Quality of Hire

Mentoring Effectiveness

Bumps in the Road

Bumps in the Road

Not always going to be perfect

Internal employees missed

Manager Transparency

Interview Etiquette

Continuous communication (not always there)

How We Smoothed Out

All employees required to apply for internal postings through our internal careers portal

Coach hiring managers on the benefits of honesty, etiquette and providing advice

Developed touch points throughout the recruiting process

Where we’re going ….

Upload “skills section” of LinkedIn into HCM

Succession plans and Performance Management

Tools into HCM

Career Development Day

Virtual Internal Career Fairs

Opportunity Text Alerts to Internals

Where we’re going ….

Questions?Connect/Follow with me: Michael.Goldberg@heart.org214-706-1262469-955-2561https://www.linkedin.com/in/dallasmichaelgoldberg @superrecruiter

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