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Talent Management as an Evergreen Process: A Case Study - P. Church/E. Hoeppner, The Hartford Financial Services Group, Inc.
Talent Management as an Evergreen Process: A Case Study - P. Church/E. Hoeppner, The Hartford Financial Services Group, Inc.
Talent Management as an Evergreen Process: A Case Study - P. Church/E. Hoeppner, The Hartford Financial Services Group, Inc.
Talent Management as an Evergreen Process: A Case Study - P. Church/E. Hoeppner, The Hartford Financial Services Group, Inc.
Talent Management as an Evergreen Process: A Case Study - P. Church/E. Hoeppner, The Hartford Financial Services Group, Inc.
Talent Management as an Evergreen Process: A Case Study - P. Church/E. Hoeppner, The Hartford Financial Services Group, Inc.
Talent Management as an Evergreen Process: A Case Study - P. Church/E. Hoeppner, The Hartford Financial Services Group, Inc.
Talent Management as an Evergreen Process: A Case Study - P. Church/E. Hoeppner, The Hartford Financial Services Group, Inc.
Talent Management as an Evergreen Process: A Case Study - P. Church/E. Hoeppner, The Hartford Financial Services Group, Inc.
Talent Management as an Evergreen Process: A Case Study - P. Church/E. Hoeppner, The Hartford Financial Services Group, Inc.
Talent Management as an Evergreen Process: A Case Study - P. Church/E. Hoeppner, The Hartford Financial Services Group, Inc.
Talent Management as an Evergreen Process: A Case Study - P. Church/E. Hoeppner, The Hartford Financial Services Group, Inc.
Talent Management as an Evergreen Process: A Case Study - P. Church/E. Hoeppner, The Hartford Financial Services Group, Inc.
Talent Management as an Evergreen Process: A Case Study - P. Church/E. Hoeppner, The Hartford Financial Services Group, Inc.
Talent Management as an Evergreen Process: A Case Study - P. Church/E. Hoeppner, The Hartford Financial Services Group, Inc.
Talent Management as an Evergreen Process: A Case Study - P. Church/E. Hoeppner, The Hartford Financial Services Group, Inc.
Talent Management as an Evergreen Process: A Case Study - P. Church/E. Hoeppner, The Hartford Financial Services Group, Inc.
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Talent Management as an Evergreen Process: A Case Study - P. Church/E. Hoeppner, The Hartford Financial Services Group, Inc.

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Peter T. Church & Eric J. Hoeppner from the Hartford Financial Services Group, Inc., deliver a joint presentation at the marcus evans HR Summit Fall 2011, entitled Talent Management as an Evergreen …

Peter T. Church & Eric J. Hoeppner from the Hartford Financial Services Group, Inc., deliver a joint presentation at the marcus evans HR Summit Fall 2011, entitled Talent Management as an Evergreen Process: A Case Study

Published in: Business, Technology
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  • In 2010, The Hartford celebrated its 200 anniversary. For 200 years, The Hartford has helped its customers protect and secure their future by anticipating their needs and providing the right guidance and solutions. We are proud of our past and looking forward to serving our customers today and well into the future .
  • Key Messages: GB Claims will move to a Claims Excellence (CE) model in 2011, this is a back to basics approach that will be the core of everything we do. The P&C Claims organization has been very successful using this philosophy and methodology, which was first introduced in The Hartford in late 2006. The focus on the basic elements of claims management has been well-received by employees. The focus is on the basics – the core capabilities and functions - of claim management. The Claims Excellence model focuses on clear accountability and extensive leadership involvement in individual claims to ensure high quality work with distinctive customer service, while maintaining expense management discipline and fostering an excellent work environment. We need to make certain that our field offices are organized to support Claims Excellence in order to position us for success. We are committed to communicating to you early and often and this is part of that effort. Claims Excellence focuses on consistency, transparency, and accountability in all that we do as an organization, supported by continuous feedback to promote improvement.
  • Talent Review is done in silos …an event versus a plan Major gaps in succession and career pipeline talent Lack of Career Planning – Too much focus on a role versus a career path or investing in talent Talent Acquisition is a credible partner, high marks for external placement…how can we leverage and evolve Internal Movement – Significant opportunity and challenge Talent Assessment – Lack of consistency in how we calibrate and identify talent Need stronger partnerships across HR…processes must be integrated , clear accountability and broader view Business knowledge a critical component…how can we redefine or expand that knowledge across the enterprise
  • Advantages More insightful than efficiency measures Helps focus HR resources on value-added activities Challenges Harder to collect than efficiency measures More often a single measure is not able to fully explain program effectiveness Less HR experience Lacks focus on business performance Corporate Education Determine if training increases on-the-job performance Determine if employees have who are trained have a longer tenure or advance at a faster rate
  • Transcript

    • 1. Talent Management as an Evergreen Process: A Case Study Peter T. Church & Eric J. Hoeppner October 2011
    • 2. Company Overview
      • The Hartford is a leading provider of Life Insurance, Group and Employee Benefits, Automobile and Homeowners Insurance and Business Insurance - as well as Investment Products, Annuities, Mutual Funds, and College Savings plans.
      • The Hartford serves millions of customers worldwide - including individuals, institutions, and businesses - through independent agents and brokers, financial institutions, and online.
      • After 200 years in business, The Hartford is known for its superior customer service and continued operational excellence.
      Founded in 1810, The Hartford Financial Services Group, Inc. (The Hartford - NYSE: HIG) is one of the nation’s largest diversified financial services companies with over 26,000 employees worldwide.
    • 3. Organizational Transformation From: To: The Hartford Financial Services Group Property & Casualty Life Consumer Commercial Wealth The Hartford Financial Services Group
    • 4. The Claim Operating Model Work Environment, Talent Development, EE Engagement, Contemporary Work Practices Accountability Timeliness, Quality, Efficiency, Expense Mgmt Discipline Customer Claims Excellence is a continuous improvement cycle. Distinctive Service, Listen & Respond to Customers & Partners, Focus Effectiveness Transparency Consistency People Operational Excellence ‘ 08 ‘09 ‘10 ‘11 ‘ 08 ‘09 ‘10 ‘11 ‘ 08 ‘09 ‘10 ‘11 ‘ 08 ‘09 ‘10 ‘11 Claim Quality Index (CQI) Customer Loyalty Index (CLI) Work Environment Index (WEI) Cost / Claim ($’s)
    • 5. HR Delivery Model – An improvement opportunity Talent Management Human Resources Business Partner Compensation & Benefits Talent Acquisition Employee Relations Business Leader Consulting Benefits Employee / Manager Payroll eWorkplace Core Admin. Systems & Services Service Delivery [email_address]
    • 6. Our Vision HR Efficiency HR Effectiveness Human Capital Impact Focus on Business Strategies and Processes Focus on HR Processes Focus on HR Programs Improve the decisions that depend upon or impact talent.
    • 7. Evolving our model – The starting point From: To: Business Strategy Org. & Workforce Planning Process Business Results Measure & Align
    • 8. Eric Hoeppner September 29, 2011 Bringing the vision to life
    • 9. Why Talent Management? Continuously improve risk management & service deliver by shifting from Process to Outcome focus driving greater ownership & accountability for results
      • Strategic: VP Claims
      • Key: Regional Vice Presidents & Front Line Leaders
      • Change, risk management & forward thinking skills
      • 70 Front line leaders & 21 customer support resources
      • Claims excellence model, standards roll-out, QBR process
      • Restructure field & home office, establish customer support org.
      • Talent management process
      • Front line leader development
      • Site change management process
      • Organizational design
      • Uncertain about front line leader supply
      • Middle management depth
      • Pipeline not yielding talent supply to meet demand
      Execute & Report Build Plan Determine future workforce Analyze current workforce Segment workforce Understand business strategy
    • 10. Talent Management Vision
      • Establish an evergreen talent management
      • Build greater depth and rigor
      • Use data to drive our decision making
      • Create a teaching environment
      • Strengthen leadership oversight and accountability
      • Integration with other key HR processes
      Systemic Review Talent Review Turnover & Retention
    • 11. Talent Management Meeting Agendas
      • 9 Block calibration cessions
      • Pipeline health review
      • Strategic talent deployment
      • Systemic turnover Issues
      • Individual retention risks (9 block, etc.)
      • Individual review
      • Low & inconsistent player review
      1 2 3 4 5 1a* * 1a & 1b - reviewed with RVP 1 3 2 & 5 1b* Systemic Review Talent Review Turnover & Retention Site Leadership P E R F O R M A N C E P OTENTIAL
    • 12. What does the process look like in action? STEP 2 : Leadership Pre-work Pre-work Discuss/ Actions Consolidate Monitor Step 1: HR Preparation Step 2: Leader pre-work Step 3: Consolidation Step 4: Leadership review Step 4: Analysis & follow-up
    • 13. Implementation Approach Q1 Q2 Q3 Q4 GBC P&C Claims Talent Management Team P&C Claims Field Council HR Training HR Training CAP (Claims Advantage Program) Leadership retention risk? Talent supply to meet demand? Retention Review Process Calibration Process Pipeline Review Process Talent Review Process Replenishing supply? Calibration Process Talent Review Process Retention Review Process Systemic Turnover Process Low & Inconsistent Review Process 2012 Plan: Pipeline implications of evolving footprint?
    • 14. Managing the Pipeline NY | GA | FL | MN | CA Owner Funnels Frequency VP RVP - Line AVP - Staff MoM Semi-Annual 23 100% Population Target IFR RVP Front Line Leader Semi-Annual 9 | 23 | 11 | 21 | 10 100% Director LTDIII Quarterly 2 | 12 | 7 |1 | 1 Director STD / Leave Quarterly 2 | 17 | 8 |26 | 0 Alpharetta LTD III: 80 - 100% Syracuse LTD III: 30 – 70% Sacramento LTD III: 43 - 71% MN LTD III: 90 – 100% Maitland LTD III: 35 - 50% TBD 2
    • 15. Building a sustainable “System”
      • Sustainable process with job aids
      • Training modules for business and HR
      • Line of business and site level calendars
      • Line of business and site level metrics
      • Talent management targets as part of annual objectives
      New Process Existing Process
    • 16. Reaffirmation of what we already knew…
      • Most easily implementable when you’re addressing the business issues
      • Unbundling of conversations addressed time constraint concerns
      • Allowing flexibility with agenda enabled buy-in and on-going ownership
      • Tying to operational / business calendar enabled sustainment
      • Depth of calibration coupled with segmentation enabled new prioritization and measurement options
      • Don’t need a system as long as you have solid processes in place
      • The specifics may be different but the concepts apply across industries

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