Retaining and Developing High Potential Talent_NHSA Webinar

7/30/2019 Retaining and Developing High Potential Talent_NHSA Webinar

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Retaining and Developing

High Potential TalentPromising Practices in Onboarding, Employee Mentoring

& Succession Planning


2/18

Welcome and some introductions

Rachel Lustig

Sr. Vice President of Mission and Ministry

Karen Key

Vice President for Programs


3/18

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


4/18

Building a Talent Management Plan with a

Diversity & Inclusion Focus

Despite unemployment, war for top talent

continues, and its 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 workinto organizational culture


5/18

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 theethnic 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


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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 partof the organizational culture

Its not just about paperwork its about a successful first 100 days,

and a successfulfirst year


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Onboarding

Case Study: NIBs Mission Possible PassportGoal: 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


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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


9/18

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


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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


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Employee Mentoring

Case Study: Boy Scouts of Americas ScoutingAmbassador 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 mentees developmental needs if a culturalmatch is requested, it will be provided


12/18

Employee Mentoring

Boy Scouts of Americas 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.


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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 alllevels, including senior management

Movement into the executive ranks shouldnt and doesnt

happen by accident if you want change,

you must be intentional


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Succession Planning

Succession and replacement strategies for critical positions need tobe 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


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Succession Planning

Case Study: Boys and Girls Clubs ofAmericas

Succession Planning Process

Started with a comprehensive, two year leadership developmentprogram 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


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Succession Planning

Boys and Girls Clubs of Americas


Next phase of the process: 2007 expansion Creation of candidate pools for specific leadership positions

Each candidates strengths and weaknesses, along with developmental

opportunities, are identified

Senior leaders are responsible for ensuring developmental needs of

possible successors are met


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Succession Planning

Boys and Girls Clubs of Americas


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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Questions?

Retaining and Developing High Potential Talent_NHSA Webinar

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