Improve Engagement by Driving a Development Culture

Transcription

1 Improve Engagement by Driving a Development Culture Amy Freshman Sr. Director, Global Workforce Enablement - ADP Sandy Thomas Sr. Director, Global Talent and Development - ADP

2 Thank You for Joining Us!!! Today s Presenters Amy Freshman Senior Director, Global Workplace Enablement, ADP Sandy Thomas Senior Director, Global Talent and Development, ADP Agenda: Why Does a Development Culture Matter? Best Practice Sharing: Career Growth and Development Journey at ADP Talent Review Supporting the Development Dialogue Technology that Supports a Cultural Climate of Personal Development 2

3 Organizations & Associates A New Workplace Contract The Evolution of Work: The Changing Nature of the Global Workplace

4 Growth & Development - More Important Than Ever Invest in my career and my development if you want me to be engaged! Becoming irresistible: A new model for employee engagement Deloitte, Josh Bersin, January

5 ADP: Global Human Capital Management Leader Attract, develop, reward, and retain leaders who get the best out of people to delight our clients, impress our investors, and engage our associates. 5 5

6 ADP Development Culture Journey Talent Planning Career Growth and Development Innovative Technology Drive Associate Experience and Engagement 6

7 Driving a Development Culture Workshop Amy Freshman Sr. Director, Global Workforce Enablement - ADP Sandy Thomas Sr. Director, Global Talent and Development - ADP

8 Thank You for Joining Us!!! Today s Presenters Amy Freshman Senior Director, Global Workplace Enablement, ADP amy.freshman@adp.com Sandy Thomas Senior Director, Global Talent and Development, ADP sandy.thomas@adp.com 8

9 Poll - Dialogue How many of you have a current focus on building a development culture? Why is this development focus important for your business? What would a culture of development look like in your organization? What would you see/hear/feel? What are the key obstacles that you are experiencing to achieve success? 9

10 Talent Planning at ADP

11 Aligning Development Activities to Strategy Operational & Strategic Needs Talent Demand Strengths, Gaps & Plans Talent Supply Assessment & Trends What type of talent do we need? When and where do we need it? What type of talent do we have? What does our talent need? Focus on talent demand particularly long term needs as this is one of the most difficult areas to assess and align 11 Copyright 2015 ADP, LLC. Proprietary and Confidential.

12 Talent Supply Talent Demand What Are We Developing Anyway? Operational & Strategic Needs Assessments & Trends Near Term Implications (6-12 months) Consider: Operational plans, structural changes, new and exiting positions Longer Term Implications (2-3 years) Consider: New capabilities, trend of size/scope of organizations, external changes Organizational Consider: Current capability levels, overall bench strength, themes and patterns (e.g., turnover trends, challenges) Individuals Consider: Areas of strength and development needs, experience needs, readiness, versatility, aspirations, retention risk Consider: Organizational and individual actions to close gaps 12

13 Assessing Our Talent Versatility Leadership Capability Movement Readiness Career Aspirations Risk of Loss Business Impact Performance Potential Talent Metrics Individual Talent Perspective 13

14 Driving Development Insights Development Actions: Organizational and Individual Expected Rate of Change and Movement Timing Implications of Movement by Associate Segment (First Line Manager, Leader of Leaders, Sr. Leaders Knowledge Transfer Considerations (Impact to Business) Engagement and Retention Hot Spots and Planning 14

15 Best Practice Sharing What best practice do you have during your Talent Planning cycle that supports a development culture? How could you apply this to your business? What A-Ha! did you take from this dialogue? 15

16 Career Growth and Development at ADP

17 The CG&D Journey at ADP Advisory Board Launch Career Growth & Development Team Formed Career Development Survey Creation of the CG&D Philosophy & Framework Associate Survey Results 17

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19 Starting our Engines Associates CareerDriver & Learning opportunities ADPworks collaboration Leaders How to career conversations Focus on Accountability Organization Career Discovery Events Roadshow 19

20 Social is a Jump Starter Peer to peer feedback vs. HR driven Ideas and best practices Cross BU/Cross Functional Perspectives Enterprise philosophies (Associate ownership with leader support) Resources and Tools 20

21 Gamification is a Jump Starter Gamify Talent Review Preparation Inspire Career Conversations Country by country visibility 21

22 Apr-14 Jul-14 May-14 Aug-14 Sep-14 Jun-14 Oct-14 Jul-14 Nov-14 Aug-14 Dec-14 Sep-14 Oct-14 Jan-15 Nov-14 Feb-15 Mar-15 Dec-14 Apr-15 Jan-15 May-15 Feb-15 Mar-15 Jun-15 Apr-15 Jul-15 KPI s and Metrics Growth & Development remains one of the top engagement drivers year after year. Career Growth & Development Dashboard July 2015 mycareer Visits (Month of July) mycareer Visits (August 2014 to July 2015) Core Section Page Views Clicks % MTD Change Core Section Page Views % YTD Change mycareer (main page) 13,192 11, % mycareer (main page) 141, % mycareer Roadtrip 968 1, % mycareer Roadtrip 14, % Career Growth Philosophy % Career Growth Philosophy 15, % Career Driver 1,665 1, % CareerDriver 32, % Driver's Education 1,309 1, % Driver's Education 26, % Career Search 32,157 10, % Career Search 400, % Career Paths 2,047 1, % Career Paths 28, % Career Showcase % Career Showcase 8, % Managers' Career Resources % Managers' Career Resources 7, % Associate Referrals 4,985 4, % Associate Referrals 51, % mycareer Translations % mycareer Translations 15, % 200, , ,000 50,000 0 Total Number of Clicks by Month mycareer Site Business Unit Visits Total Associate % of Associates Views Population AVS 2, % Corporate/ES Group 19,560 3,743 19% ES Sales 8,232 1,639 20% GlobalView 1, % International 9,148 1,333 15% Major Accounts 5,130 2,217 43% National Accounts 6,097 2,108 35% SBS/Retirement Services 2,741 1,201 44% TotalSource 1, % TOTALS 56,124 13,860 25% New Links Page YTD Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 mycareer Road Trip Page Views 14,368 1,444 5,107 3,445 1,253 1,019 1, Clicks (Unique Views) 20,824 1,660 7,463 5,380 1,904 1,495 1,608 1,314 Activity #1 CG Dev Philosphy 6, ,695 1, Activity #2 CG Dev Framework 2, , Activity #3 CareerDriver 1, , Activity #4 Networking Activity #5 Career Management Roles Activity #6 Your IDP Activity #7 Your Career Profile Activity #8 Exploring Career Options Activity #9 Gap Analysis Activity #10 Buliding Key Relationships Activity #11 Personal Branding Activity #12 Stretch Assignments Activity #13 Experience Log mycareer Dashboard Legend Page views = the total number of times the page was viewed. 22 Page views include visits that originate from anywhere in the ADP Portal or other internal ADP resources; not all visits to site content originates from the mycareer site (the reason some site view numbers may exceed the total # of views of the mycareer page.) Clicks = individual visitors to the page for a session; a session can have more than one click based on user activity i.e. refreshing browser, clicking forward or backward buttons

23 Best Practice Sharing What best practice would you like to share for Career Growth and Development? Would this approach work for you? Why or why not? How could you apply this to your business? What A-Ha! did you take from this dialogue? 23

24 Innovative Technology at ADP

25 How Do Good Leaders Behave? 25

26 Broadening Perspective on a Leader s Impact A holistic view of a leader to help quantify effectiveness Stakeholders / Peers: Focus on Relationship Dynamics Leader Compass Direct Reports: Focus on Leader Behavior Network Compass Associate Survey Results Direct Reports: Focus on Climate ADP People Leader Managers: Focus on Performance & Biz Results Performance Appraisal Results Talent Reviews Managers: Focus on Performance & Potential 26

27 The Leader & Network Compass Solution Enabling a continuous feedback loop to build people leaders awareness of the quality of relationships and collaboration with direct reports and key stakeholders in their network. Insights from others perspectives on key leader behaviors can be leveraged to continually adapt or develop. Leader Compass Upward Perspective Network Compass Lateral Perspective People Leader Peers People Leader Key Stakeholders Direct Reports 27

28 The Compass Methodology 1. Gather Feedback 2. Analyze the Report 3. Interpret and React to Results 4. Prioritize Areas of Focus 5. Follow Up With the Team 6. Take Action 28

29 The Leader Compass Report Direct Report 1; Direct Report 2; Direct Report 3; Direct Report 4; Direct Report 5; Direct Report 6; Direct Report 7; Direct Report 8; Direct Report 9; Direct Report 10; Direct Report 11; Direct Report 12 Reports include: Overall Score (Average of Items) # of People Who Responded List of Possible Respondents (Not Actually Respondents) For each item: Average Score and Distribution of Responses Verbatim Comments From All Who Responded Verbatim Comment #1 Verbatim Comment #2 29

30 Sharing Improves Perceptions Role Modeling a Development Culture Results Transparency: Provide results to organization (similar to associate engagement feedback) and message alignment to: Strengths and Opportunities Actions in flight to improve: Leadership Excellence in Major Account Services as an example Culture Innovation: My One Thing Sr. Leadership share areas of focus and practice feed forward (virtual or in person) Culture Innovation: MAS Jam Sessions via ADPworks aligned by focus area hosted by Senior Leadership From: Leadership is a Contact Sport by M. Goldsmith & H. Morgan, strategy+business magazine (2004, Fall). Published by Booz & Company Reprinted with permission. 30

31 Implementing a Personalized Development Approach Leaders at all levels will get: Leader Compass & Network Compass Development Support ADPWorks site, Development Guides, ADPcoach An opportunity to Personalize Learning Resources Anytime access to leadership tips, articles, videos & online courses based on personalized preferences Easy access to opportunities for additional development, internal & external Identify Mobilize you Develop Assess 31

32 Best Practice Sharing Do you have a technology best practice that supports a development culture in your organization? Would this approach work for you? Why or why not? What A-Ha! did you take from this dialogue? 32

33 Thanks for joining us! Wishing you safe travels ahead!