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… What about the other 30,000 employees in this place?

Beyond the Succession Plan:. … What about the other 30,000 employees in this place?. Elease Wright Senior Vice President, Human Resources Aetna Inc. Aetna at a Glance. 32,000 employees 75% women; 26% people of color Management: 46% women Among leading health insurers

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… What about the other 30,000 employees in this place?

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  1. Beyond the Succession Plan: …What about the other 30,000 employees in this place? Elease Wright Senior Vice President, Human Resources Aetna Inc.

  2. Aetna at a Glance • 32,000 employees • 75% women; 26% people of color • Management: 46% women • Among leading health insurers • 15.8 million medical members • 13.1 million dental members • 10.5 million pharmacy members

  3. Making history:three generations in the workplace Convergence of traditional leadership with diverse workforce • Different values create competing priorities • Youngest employees expect fastest career progression

  4. A new breed of worker • About 70% of workers under 26 feel companies should use volunteering as a professional development tool.* • In 2007, only 16% of employers offered paid leave for volunteering – a 4% decrease from last year.** *Deloitte ** SHRM

  5. Employers (still) looking for fundamental skills Top five skills employers want in 4-yr college grads: • Oral Communications • Teamwork/Collaboration • Professionalism/Work Ethic • Written Communications • Critical Thinking/Problem Solving

  6. “What job will I be in five years from now?”

  7. “Helicopter Parents” add new dynamic “What opportunities are you offering my child in this summer internship…”

  8. “I don’t understand these people…why aren’t they just happy to have a job?”

  9. Business needs: Leaders in the short-term pipeline Stable of middle managers gaining valuable experience Promise of opportunities to retain young talent Foresight to recognize new leadership needs Agility to keep pace How these dynamics play out in the war for talent

  10. Business needs: Leaders in the short-term pipeline Stable of middle managers gaining valuable experience Promise of opportunities to retain young talent Foresight to recognize new leadership needs Agility to keep pace How these dynamics play out in the war for talent Employee needs: Clear path for progression Access to opportunities Systematic way to track progress Affirmation

  11. Implications to traditional succession planning Current • Identify talent for specific roles • Develop talent via broad experience • Recruit grads for fast track training • Companywide talent database • Senior leadership support

  12. Implications to traditional succession planning Future • Strategic planning for talent needs • Information fuels workforce planning • “Bundling” bench through talent pools • Two-way conversation • Infrastructure supports all employees

  13. Talent ManagementCase Studies – “Two Susans” SUSAN 1 After four years of modest growth in a new business, we need someone to lead an aggressive growth strategy for this business. Who would you pick? • 20+ yr career in sales • An MBA w/ 20+ years of strategic marketing in a consumer products company • 18 years of customer operations experience, 2 years P&L

  14. Talent ManagementCase Studies – “Two Susans” SUSAN 2 She started in HR employee relations 20 years ago…since then worked in financial services, administration, business areas…Now she’s: • Our top sales person for our National Accounts segment • Head of our Employee Relations & Compliance area • Head of our product strategy & development

  15. Making the switch:talent management • More than one-to-one succession • Business needs: now & future • Engaging employees with different values, goals & expectations • Finding the “Susans” among 30,000 employees Dynamic business needs Three generations

  16. Migration to Talent Management Mindset Operational connections • Succession Planning • Productivity initiatives • Redeployment • Compensation design • Developmental assignments • Selected for special training • Recognition • Talent Manager inventory • Core curriculum • Leadership development • Talent pool programs • Diversity plans • HR as business consultant • Long-range planning • Mergers & Acquisitions • Succession planning • Recruiting strategy • Employer of Choice • Potential employees being recruited • Existing employees looking for career opportunities • Talent Pools • Performance Management process • Productivity initiatives • Performance discussions • Mandatory training • Voluntary training • Development opportunities

  17. Changing the mindset from compliance to commitment Commitment Early Adopters care about… • Change that makes sense • Things that help them • Leading the way • Cool tools Fence-sitters and Resistors care about… • Proof that the new way works • Evidence that they will benefit • Minimal effort to learn/do new thing • Credit for agreeing to try it! • Outlet for offering “suggestions for improvements” Time Compliance

  18. Putting the pieces together… Requires a different perspective Business needs Individual goals Talent “Information Super Highway”

  19. Key to success:Know them…all of them Almost two-thirds of Americans won’t buy an appliance if it doesn’t come in their favorite color. -- J.L. Morton, color consultant

  20. Beyond the Succession Plan: …What about the other 30,000 employees in this place? Elease Wright Senior Vice President, Human Resources Aetna Inc.

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