Retaining and Developing High Potential Talent

Promising Practices in Onboarding, Employee Mentoring & Succession Planning

Welcome – and some introductions
Rachel Lustig Sr. Vice President of Mission and Ministry

Karen Key Vice President for Programs

Our panelists
Carolyn Altemus - Boy Scouts of America

Director, Employment and Diversity
Terri Dorsey - Boys and Girls Clubs of America Director, Organizational Development Elma Jeyasekar - NHSA HR Professional, former HR intern & toolkit co-author Ann Walling -National Industries for the Blind Human Resources Manager

Building a Talent Management Plan with a Diversity & Inclusion Focus

 Despite unemployment, war for top talent continues, and it’s not just about recruitment  Talent diversity is a competitive advantage
– Diverse perspectives, creativity, agility, innovation – Knowledge of diverse markets / constituents

 Key to getting results from Diversity & Inclusion efforts: integrating the work into organizational culture

Building a Talent Management Plan with a Diversity & Inclusion Focus

 NHSA-Wagner School baseline research on Diversity & Inclusion efforts among our members in the nonprofit human services sector (2011)  Good news: is significant executive commitment to increasing the ethnic and racial diversity of staff, including at senior executive level  3 key areas of practice where we could make a big difference by doing more:
 Onboarding  Employee Mentoring Programs  Succession Planning

Onboarding
Perhaps the best single opportunity to set a course for retention and to communicate commitment to diversity & inclusion New hires need tools and resources to help them assimilate, build relationships and become a part of the organizational culture

It’s not just about paperwork – it’s about a successful first 100 days, and a successful first year

Onboarding
Case Study: NIB’s Mission Possible Passport
Goal: help new employees effectively transition Process:

Starts with 2 half-day training sessions, followed by Mission Possible Passport  Simulates getting your passport stamped – when new hire visits organizational leaders  8 weeks to meet department and division heads  Helps employees learn about activities, programs, roles, NIB culture  Culminates in recognition at organization-wide Town Hall meeting

Onboarding
Outcomes
o Extensive and very positive feedback from participants o Provides new hires with the big picture and a smooth and quick transition o Involves many employees in the onboarding process o Brings together employees from different backgrounds and helps overcome misconceptions about working with people with disabilities o Builds employee engagement

Employee Mentoring
Many successful executives attribute their ability to grow and advance to a relationship with a mentor For new hires, connecting with a mentor can be a key to success – • for hires from diverse backgrounds, mentoring can be especially valuable
– Harder to find one – So important to aid in learning the culture

Employee Mentoring
Some best practices to consider:
– Know the purpose – mentoring as a retention strategy – Carefully match mentor and mentee

– Provide formal guidance and training
– Consider peer-to-peer, reciprocal and cross-silo mentoring matches

Employee Mentoring
Case Study: Boy Scouts of America’s Scouting Ambassador Program
• Started with a focus on workforce diversity – open to all employees • Every new hire is assigned an Ambassador • Ambassadors are employees in good standing who are trained on how to develop a strong mentoring relationship to “develop, nurture and retain” mentees • Matches are based on mentee’s developmental needs – if a cultural match is requested, it will be provided

Employee Mentoring
Boy Scouts of America’s Scouting Ambassador Program
• Encouraged to go to lunch, spend time together developing the mentor-mentee relationship • 60 days post-onboarding, the Ambasssador-mentee progress is evaluated, and then quarterly. • Annual celebration of the Ambassadors’ contributions • Outcomes: employees feel more of a sense of belonging, their development is enhanced, and they feel more engaged.

Succession Planning
 Attracting, onboarding, retaining and developing diverse high potential talent are crucial elements of a talent plan with a Diversity & Inclusion focus  To be a truly inclusive organization, you must ensure that your workforce is diverse at all levels, including senior management  Movement into the executive ranks shouldn’t – and doesn’t – happen by accident – if you want change, you must be intentional

Succession Planning
 Succession and replacement strategies for critical positions need to be aligned with diversity strategies – and top management needs to be bought in and involved  Develop high potentials – not just those in line to succeed a senior executive - and emphasize promotion from within  Recognition and reward – performance evaluation should assess contribution toward a diverse succession plan  This integration is a long term effort, not a short-term fix

Succession Planning
Case Study: Boys and Girls Clubs of America’s Succession Planning Process
 Started with a comprehensive, two year leadership development program for 15 high potentials to prepare them for advanced leadership positions  Since 2003, 48 high potentials have completed the program, increasing bench strength for leadership roles

Succession Planning
Boys and Girls Clubs of America’s Succession Planning Process
Next phase of the process: 2007 expansion
 Creation of candidate pools for specific leadership positions  Each candidate’s strengths and weaknesses, along with developmental opportunities, are identified  Senior leaders are responsible for ensuring developmental needs of possible successors are met

Succession Planning
Boys and Girls Clubs of America’s Succession Planning Process
 Progress is tracked, evaluated through performance review process  Board holds the CEO accountable for the succession plan; CEO holds the Senior VPs accountable  Outcomes:
 5 year retention rate for participants in the leadership development program: 77%  Participants also achieved higher performance ratings post-participation  Promotion rate of participants is almost triple that of the rest of the employee population

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