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Talent Strategy, Talent Management Program, Enabling Human Resources Core Competencies
 

Talent Strategy, Talent Management Program, Enabling Human Resources Core Competencies

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Customer and shareholder expectations continually increase, and a variety of forces continuously shape industry competition.1 ...

Customer and shareholder expectations continually increase, and a variety of forces continuously shape industry competition.1

Despite these realities, many organizations do not have alignment of: (a) talent management practices 2 (talent strategy, talent management program) & enabling human resources core competencies, (b) organizational culture, (c) strategy, (d) execution, (e) continuous improvement. 3

This is especially critical when customers, shareholders, business leaders, and your workforce are focused on value creation, measurable results, regulatory compliance, and doing the right thing the right way.

A variety of proven techniques exist to achieve alignment, and ensure that innovation and people remain the source for competitive advantage. Key components include:

(a) A Talent Strategy focusing on recruiting, engaging, and retaining your workforce that continuously adjusts and improves based on measurable results, industry best-practices, innovation, economic factors, shareholder, customer, management, and employee needs, organizational culture, and the countries and regions that it does business,

(b) A Talent Management Program focused on human capital planning, talent acquisition, talent engagement, talent development, talent deployment, leading talent, talent retention, evaluating human capital, and continuous improvement,

(c) Enabling Human Resources Core Competencies, including Staffing, Compensation & Benefits, Employee Relations, Performance Management, Training, Organizational Development, Payroll, HRIS, and implementation of policies, procedures, and practices across the business, and

(d) Alignment of Organizational Culture, Strategy, Execution & Continuous Improvement through:

- Organizational Mission, Vision, and Values, including M&A integration,
- Those responsible for strategic planning,
- Those performing the activities required to execute strategy,
- Those implementing enabling human capital, process, and technology solutions,
- Best-in-Class practices across the organization,
- Employer-of-Choice initiatives, and
- Continuous improvement.

1 Michael E. Porter, On Competition (Harvard Business School Press, 1998).

2 Companies with mature talent management capabilities see eighteen-percent higher earnings, and other benefits. The Hackett Group, December 17, 2009.

3 Robert S. Kaplan, David P. Norton, “The Office of Strategy Management” (Harvard Business Review, October, 2003).

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    Talent Strategy, Talent Management Program, Enabling Human Resources Core Competencies Talent Strategy, Talent Management Program, Enabling Human Resources Core Competencies Presentation Transcript

    • Talent Management:  Recruiting, Engaging, g g g g g, Developing, Retaining & Sustaining p g g g Your Workforce, and Enabling Human Reso ources Core Competencies  in Support of Customer and Shareholder Val lue Creation Richard Swartzbaugh © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ ‐‐ Executive Summary‐‐ Customer and shareholder expectations continually increase, and d a variety of forces continuously shape industry competition.1 Despite these realities, many organizations do not have alignment of: (a) talent management practices 2 (talent strategy, talent  management program) & enabling human resources core competencies, (b) organizational culture, (c) strategy, (d) execution, (e)  continuous improvement. 3 This is especially critical when customers, sh hareholders, business leaders, and your workforce are focused  on value creation, measurable results, regulatory compliance, and doing the right thing the right way. A variety of proven techniques exist to achieve alignment, and en nsure that innovation and people remain the source for  competitive advantage.  Key components include: (a) A Talent Strategy focusing on recruiting, engaging, develo oping, retaining & sustaining your workforce that  continuously adjusts and improves based on measurable r results, industry best‐practices, innovation, economic factors,  shareholder, customer, management, and employee needs, g , , g , p y s, organizational culture, and the countries and regions that it  , g does business,  (b) A Talent Management Program focused on human capital l planning, talent acquisition, talent engagement, talent  development, talent deployment, leading talent, talent ret tention, evaluating human capital, and continuous  improvement,  (c) Enabling Human Resources Core Competencies, including g Staffing, Compensation & Benefits, Employee Relations,  Performance Management, Training, Organizational Deve Performance Management Training Organizational Deve elopment, Payroll, HRIS, and implementation of policies,  elopment Payroll HRIS and implementation of policies procedures, and practices across the business, and (d) Alignment of  Organizational Culture, Strategy, Executionn & Continuous Improvement through:  Organizational Mission, Vision, and Values, including M M&A integration, Those responsible for strategic planning, Those performing the activities required to execute strat tegy,  Those implementing enabling human capital, process, an  nd technology solutions,  Best‐in‐Class practices across the organization, Employer‐of‐Choice initiatives, and  Continuous improvement. 1 Michael E. Porter, On Competition (Harvard Business School Press, 1 1998). 2  Companies with mature talent management capabilities see eighteen 2 Companies with mature talent management capabilities see eighteen percent higher earnings and other benefits The Hackett Group n‐percent higher earnings, and other benefits. The Hackett Group,  n December 17, 2009. 3 Robert S. Kaplan, David P. Norton, “The Office of Strategy Managem ment” (Harvard Business Review, October, 2003). 2 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ ‐‐ Table of Contents ‐‐ Topics p Slide(s) Executive Summary 2 Business Fundamentals 4 – 16 Illustrated Talent Strategy, Talent Managem ment Program,  17 – 58 Enabling Human Resources Core Com mpetencies 3 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Core Values & Organizational Purpose The fundamental distinguishing dynamic of enduring great Companie es is that they preserve a cherished core  erything that is not part of core ideology1 ideology while simultaneously stimulating progress and change in eve (illustrated @ right): Put another way, the most enduring and successful Companies disting guish their timeless core  values and enduring core purpose (which should never change) from t their operating practices  and business strategies1 (which should be changing constantly in respo onse to a changing world)  (illustrated @ right): What we are deeply passionate about? The essential strategic difference between the good‐to‐great and comparison  companies lay in the intersection of the following three circles referred d to as the  Hedgehog Concept 2 (illustrated @ right): What we can be best What drives our at in our market? economic engine? 1 Jim Collins & Jerry Porras, Built to Last ( C ll l (HarperCollins Publisher, 1994). C ll bl h ) 2 Jim Collins, Good to Great (HarperCollins Publisher, 2001). 4 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Understanding Value Creation – Internal and External Value Drive es 1) Creating value (ways to increase, or maximize future value through stra 1) Creating value (ways to increase or maximize future value through straategy); 2) Managing for value & performance (governance, change management, organizational culture, communication, leadership, and results); 3) Measuring value creation & performance. Internal Value Drivers Products & Enterprise Services, Performance Mission,  Including Talent,  Management,  Vision, Continuous Leadership  Technology,  & Alignment  Shared Business Shared  Decision  Decision Improvement Development,  Development, Business of Total  of Total Culture Corporate Culture, Growth  Growth Corporate Values Planning Process & Quality and Structure Processes Rewards Strategy Governance Locations Rate Communications INCREASED   ORGANIZAT TIONAL  PERFORMANCE Economy Industry Markets Shareholders Brand Suppliers Custom mers Competition Legislation Government New Entrants New Entrants External Value Drivers 5 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Putting the Product/Service – Value Chain to Work The Service/Product Value Chain creates a sustainable competitive advantage through the alignment of relationships between  / p g g g p high‐quality products, support services and business practices, thus ena abling employees to deliver products & services to  customers, thus ensuring employee engagement, customer satisfaction, and shareholder satisfaction.  The links in the chain – which should be regarded as propositions – are as follows: 1) Employee engagement results primarily from high‐quality support t services and products, policies and practices that  enable employees to deliver service & products to customers; enable employees to deliver service & products to customers; 2) Value is created by satisfied, loyal, and productive employees, and innovative products; 3) Customer satisfaction is largely influenced by the value of services and products provided to customers by employees; 4) Customer loyalty is a direct result of customer satisfaction; and 5) Shareholder value (e.g., profitability) and growth are stimulated primarily by customer loyalty. Illustration:  Illustration: Employee Internal Shareholder Continuous Employee Retention External Service Customer C Satisfaction Improvement Service Customer Quality,  Engagement E atisfaction Sa Value Loyalty Products Employee Revenue  Productivity Growth, NOI • Innovative products Innovative products  Retention •Retention for customers •Referrals For a detailed article  •Our talent strategy is focused on recruiting,  engaging, developing, retaining, and sustaining  • Service results  •Pr roducts and  regarding the service‐profit  your workforce in support of customer and  for customers serv vices designed  chain, see: J. L. Heskett, T.  shareholder value creation: and d delivered to  O. Jones, G. W. Loveman,  1) 10‐step talent management program, W. E. Sasser, Jr., and L. A.  2) Enabling Human Resources core Enabling Human Resources core  meet targeted  g competencies, and stomer needs cus Schlesinger. “Putting the  3) Alignment of organizational culture, strategy,  Service Profit Chain to  execution, and continuous improvement Work.” (Harvard Business  6 Review, July‐August,  © 2010 Richard d Swartzbaugh 2008.)
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Strategy:  A Business Management System Robert S. Kaplan, David P. Norton.  “Mastering the Management System.” Harvard Business Review,  (January, 2008). 7 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ The Balanced Scorecard & Strategy Maps Execution Framework Strategic Alignment of (a) the un nits responsible for  Organization Alignment strategic planning, (b) those performing the  Alignment activities required to im mplement strategy, and  Is the businesses network of internal  Is the businesses network of internal (c) enabling  human ca apital, processes, and  Are the businesses various units, Are the businesses various units, performance drivers aligned with  technology solutions. departments, and constituents the customer and shareholder  aligned with the enterprise value proposition? value proposition? Exe ecutive Strategy Focused Organizational gy g Strategy Focused Organizational gy g Principle – Translate Strategy Principle – Align Organization  to Operational Terms Plan With Business Strategy Kaplan, Norton, “Strategy Maps,”  Align Kaplan, Norton, Alignment,  Adapt Plan P (HBS Press, 2003). Organization (HBS Press, 2006). Learn Align Planning & Control Stra ategy Human Capital Systems Alignment Align Alignment Analyze Human Operate Are the management  Capital Are all the employees’  systems, for planning, operations,  t f l i ti Cont tinuous competencies, goals, training,  t i l t i i communications, and Impro ovement and total rewards aligned with  control linked to the strategy? the business strategy? Lead dership Strategy Focused Organizational Strategy Focused Organizational Principle – Make Strategy a  Principle Make Strategy a Principle – Make Strategy  Principle Make Strategy Continual Process Everyone’s Job 8 8 Kaplan, Norton, The Office of Strategy,  Kaplan, Norton, Strategy‐Focused  Management (HBR, Oct. 2005). © 2010 Richard d Swartzbaugh Organization, (HBS Press, 2000).
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ The Balanced Scorecard & Strategy Maps Execution Framework Mission, Vision, Values Strategy Review Meetings Strategic Busines ss Planning Strategic Executi ion Planning Corporate Role Integrated HR/ITT Planning Align Business Units Budget Linkage  d k Align Support Units Exe ecutive Align External Partners Align Board & Shareholders Plan Align Adapt Plan P Organization Learn Align Stra ategy Align Ali Analyze Human Operate Capital Cont tinuous Impro ovement Human Capital Management Program:  Human Capital Management Program: Lead dership Strategic Awareness, Talent Strategy,  Total Rewards, Competency  Process Improve ement Balanced Scorecard Reporting System Development, Performance Management,  Initiative Managgement Business Analytics (dash boarding,  Leadership Model & Development,  Best‐Practice Shaaring score carding, surveying, benchmarking) score carding, surveying, benchmarking) Technology, HR  core competencies Technology HR “core competencies” Innovation I 9 Kaplan & Norton, Alignment (p. 279) © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ A Sample Strategy Map, and Balanced Scorecard How shoul ld we  How do we look  appear t to  to our investors? Customeers? How do we sustain  To satisfy stakeholders,  our abili our abili to learn ity to learn  ity what processes must we  what processes must we and immprove? excel at? Managemment by Objectives (“MBO”) should be SMART: Specific, Measurable,  Robert S. Kaplan, David P. Norton.  Achievab ble,, Realistic, and Time‐bound. “Mastering the Management System.” Harvard Business Review,  H dB i R i Drucker, Peter F.  The Practice of Management: A Study of the Most Important Function  Drucker Peter F The Practice of Management: A Study of the Most Important Function (January, 2008). in Americ can Society (Harper & Row, 1954). 10 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ A Continuous Improvement Model Continuous improvement is an ongoing effort to improve products, services or processes. These efforts can seek “incremental”  improvement over time or “breakthrough” improvement all at once. Among the most widely used tools for continuous improvement is a a four‐step quality model—the plan‐do‐check‐act (PDCA) cycle, also known as Deming Cycle or Shewhart Cycle: l k D C l Sh h C l (1) Pl lan (4) Act (2) Do (3) Ch heck (1) Plan: Identify an opportunity and plan for change.  (2) Do: Implement the change on a small scale.  (3) Check: Use data to analyze the results of the change and determi (3) Check: Use data to analyze the results of the change and determi whether it made a difference. ine whether it made a difference.  ine (4) Act: If the change was successful, implement it on a wider scale a and continuously assess your results. If the change did not work, begin the cycle again.  Other widely used methods of continuous improvement — such as Six Sigma, Lean, and Total Quality Management — emphasize  employee involvement and teamwork; measuring and systematizing p p y g y g g processes; and reducing variation, defects, and cycle times. g y 11 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ ‐‐ Did you start your technology strategy by selecting well‐suited employees? ‐‐ Did you consider the needs of both your employees and custom mers? ‐‐ Do you have a tool to assess skills sets for the tasks at hand? ‐‐ What behaviors are the most important for gaining and keeping y p g g p g g your customers? ‐‐ How do your employees react to change? ‐‐ Do you know what drives their behavior? ‐‐ Have you allocated financial resources for a people‐centric man nagement process? 1. People People, Process, Technology Triad 2. Process 3. Technology ‐‐ Did you map out a process for the project? ‐‐ Is this last step before deciding on a technology solution?  p p y ‐‐ Are all the steps in the process necessary? If not, go to the people section and begin again. ‐‐ Do you have more than one group doing the same  ‐‐ What specific business objectives does the technology  thing? solve? ‐‐ Are all Departments working together as a team? ‐‐ Does it integrate with the current  infrastructure and  ‐‐ Have you done any business process mapping  existing database(s)? and/or re‐engineering to take out the redundancies in  ‐‐ How long will it take, and what does it cost to integrate? the process? the process? ‐‐ How will you manage people to use it based on business How will you manage people to use it based on business  ‐‐ If you replace people with technology, does the  objectives? How will you manage hidden costs? technology provide what the customer wants? ‐‐ What is the ROI? How is that measured? Have you  ‐‐ When you agree to service levels with internal and  addressed handling hidden costs? external providers, do you have a reporting structure  ‐‐ Have technology vendors provided industry references. in place? 12 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Foundational Systems & Processes 13 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Foundational  Systems &  Processes 14 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Foundational Systems & Processes 15 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Translating the Organizational Mission, Vision, and Shared Value es Into Desired Outcomes Peters, Thomas.  In Search of  Excellence (1982, Harper  ( , p Collins); see, also, McKinsey’s  “7‐S” Model.  16 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ The Human Resources Shared Services Model Shared services is traditionally defined as an operational m model in which services are delivered by business entities internal  to an organization but which operate independently – Shar red Services Centers (SSCs). SSCs: Operate as a business;  Provide well‐defined, process‐based or knowledge‐based d services for more than one  unit of a company (division, business unit, or agency);  Have dedicated resources;  Utilize contractual arrangements or service level agreeme ents (SLAs) with their  internal customers to define the type, scope, and price of t the provided services; and  Are fully responsible for managing costs, quality, and tim meliness of services Note:  Some “Corporate” functions require resources, consu ultation, and Subject Matter Expertise (SME’s) that are  traditionally led by a “centralized” (a/k/a “corporate”) func ction.  Examples may include: Payroll, HRIS, Total Rewards, OD /  OE, Labor Counsel, Regulatory Affairs, etc. 17 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ The High Performing Human Resources Model 18 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ The High Performing Human Resources Model 19 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ The Six Sigma Methodology Applied to Human Resources 20 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Illustrated Talent Strategy, Talent Management Program & Enablin ng Core Competencies Illustrated Talent  Illustrated Tal lent  Illustrated Enabling Human  Illustrated Deployed  Strategy: S Management P M P Program: Resources Core  R C Talent Management  T l tM t Competencies: Program: Our 10‐step talent  Our talent strategy is  management p program is  Our enabling Human  Our  deployed talent  focused on recruiting,  focused on rec cruiting,  Resources core competencies  management program is  engaging, developing,  engaging, deveeloping,  support the Talent Strategy,  focused on recruiting,  retaining, and sustaining  retaining, and sustaining retaining, and sustaining  retaining, and sustaining g and the Talent Management  g g g, p g, engaging, developing,  your workforce in  your workforcce in  Program, including  retaining, and sustaining  support of customer and  support of cus stomer and  recruiting, engaging,  your workforce in support  shareholder value  shareholder  v value  developing, retaining, and  of customer and  creation. creation through:  sustaining your workforce in  shareholder  value creation  support of customer and  through a number of  Out talent strategy  1) Alignment t of  shareholder  value creation  aligned people‐centric  continuously adjusts and  continuously adjusts and organizatio onal  onal through:  through: programs, processes,  programs processes improves based on  culture, str rategy &  vendors, technology  measurable results,  execution 1) Staffing & Selection solutions, and  industry best‐practices,  2) Human cap pital  2) Compensation, Benefits infrastructure that works  innovation, economic  planning,  3) Organizational  in unison to help ensure  factors, shareholder,  3) Talent acqu uisition,  Development, Training the successful design,  customer, competitor,  4) Talent eng gagement,  4) Employee & Labor  deployment, and  management, and  d 5) Talent dev l l d velopment,  Management Relations M R l i continuous improvement  i i employee needs,  6) Talent dep ployment,  5) Performance  of the: organizational culture &  7) Leading ta alent,  Management &  structure, and the  8) Talent rete ention,  Appraisals 1) Talent strategy, countries and regions  9) Evaluating g human  6) An Integrated  2) 10‐step talent  that we do business. capital, andd  Information, Technology,  management program, Recruit 10) Continuou us  us a and Knowledge  o e ge 3) Enabling Human  E ab i g u a Engage improvem ment Management Approach 7) Environmental Health&  Resources core  competencies, and Develop Safety, Workers’ Comp,  4) Alignment of  ADA organizational culture,  Retain 8) Business Affairs strategy, execution,  Sustain and continuous  improvement 21 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Illustrated Talent Strategy: Recruit, Engage, Retain Illustrated Talent  Strategy: Our talent strategy is  focused on recruiting,  engaging, developing,  retaining, and sustaining  retaining, and sustaining your workforce in  support of customer and  shareholder value  creation. Out talent strategy  continuously adjusts and  continuously adjusts and improves based on  measurable results,  industry best‐practices,  innovation, economic  factors, shareholder,  customer, competitor,  management, and  d Recruit employee needs,  organizational culture &  Engage structure, and the  countries and regions  Develop that we do business. Retain Sustain 22 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Illustrated Talent Management Program Illustrated Talent  Management Program: M P Our 10‐step talent  management program is  focused on recruiting,  engaging, developing,  retaining, and sustaining  retaining, and sustaining your workforce in  support of customer and  shareholder  value  creation through:  Recruit 1) Alignment of  Engage organizational  organizational culture, strategy &  Develop execution Retain 2) Human capital  planning,  Sustain 3) Talent acquisition,  4) Talent engagement,  5) Talent development,  l d l 1) Alignment of Organizational Culturee, Strategy, and Execution 6) Talent deployment,  2) Human Capital Pla anning 7) Leading talent,  8) Talent retention,  3) Talent Acquisiti ion 9) Evaluating human  capital, and  4) Talent Engagem g g ment 10) Continuous Continuous  5) Talent Developmment improvement 6) Talent Deploymment HRIS 7) Leading Talen nt 8) Talent Retentio on 9) Evaluating Human Capital 10) Continuous Improvement 23 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Illustrated Enabling Human Resources Core Competencies Illustrated Enabling Human  1) Staffing & Selection – Human capital planning, competency‐based selection (values‐based, leadership, Staffing & Selection Human capital planning, competency based s selection (values based, leadership,  s Resources Core  R C technical, job specific), skills grids, motivation factor analysis, integrit ty testing, background and reference  Competencies: checks, immigration, internal opportunity system, diversity, etc. 2) Compensation, Benefits – Executive, sales, base, variable incentives, equity, perks, employee benefits,  Our enabling Human  job observation, job analysis, job documentation, job design, job descr riptions, compensation surveys,  Resources core competencies  market analyses, salary & bonus structures, non‐monetary rewards, t team‐based incentives, employment  support the Talent Strategy,  g and the Talent Management  agreements, merit processes, expatriate compensation, exempt / non‐exempt analyses (FLSA), supervisor  t it ti t ti t/ t l (FLSA) i Program, including  analyses (NLRA), talent retention programs, career ladders. recruiting, engaging,  3) Organizational Development, Training – Human capital manageme ent program, job‐specific skill  developing, retaining, and  development, career development, leadership development, employe ee and executive coaching,  sustaining your workforce in  succession planning, mission vision and values development, surveys and benchmarking, employee  support of customer and  g g p y g y gy p engagement practices & surveying, culture surveys, strategy maps, balanced scorecards, human capital  p shareholder  value creation  through:  through: planning, learning needs analyses, compliance training, skills training g, talent deployment, 360s, etc. 4) Employee Relations, Labor Relations, Legal Compliance, Risk Man nagement, Policies, Procedures,  1) Staffing & Selection Practices, Employee Handbook – Policies, procedures, practices, emp ployee handbook, wage & hour  2) Compensation, Benefits compliance, employment law, labor law, “issue free” workplace, “em mployer of choice” practices, ADR,  3) Organizational  mediation, arbitration, administrative agency complaints, grievances, employment terminations,  Development, Training 4) Employee & Labor  litigation, collective bargaining, contract negotiations, unfair labor pr litigation collective bargaining contract negotiations unfair labor pr ractices, legislative affairs.  DOL, IRS,  ractices legislative affairs DOL IRS Management Relations M R l i FTB, SEC, DFEH, EEOC, OFCCP, NLRB, EDD, etc. 5) Performance  5) Performance Management, Performance Appraisals – 90 day, bi‐ann nual, self‐appraisal, annual  Management &  appraisal, goal setting, managing against agree‐upon SMART goals, e etc. Appraisals 6) An Integrated, Information, Technology, and Knowledge Managem ment Approach – Applicant Tracking  6) An Integrated  System (ATS), Human Resources Information System (HRIS), HR Inte ernet, HR Intranet, Automated Time  Information, Technology,  a and Knowledge  o e ge & Attendance, Automated Employee Records, Payroll, Automated Sch d l & Att d A t t dE l R d P ll A t t d Scheduler, performance management  f t Management Approach system, learning system, dashboards, scorecards, etc. 7) Environmental Health&  7) Environmental, Health, Safety, Workers’ Compensation, ADA – Inju ury & Illness Prevention Program  Safety, Workers’ Comp,  (IIPP), Return to Work Program, Hazmat, Hazcom. ADA 8) Business Affairs – Quality and continuous improvement strategies a and programs, cost reduction and  8) Business Affairs cost control, performance to schedule, performance to budget, service p p g e level agreements, total customer  g satisfaction, vendor management, contract negotiations, financial plan nning & analyses, EPLI carrier and  claims mgmt. 24 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Illustrated Deployed Talent Management Program Illustrated Deployed  Talent Management  T l tM t Program: Long‐Term Enterprise  Internal &  Enterprise  HR Dept.   H Strategic  Objectives,  Our  deployed talent  External Mission, Vision,  Missi ion, Metrics,  Business  Goals, Tactics,  management program is  Value Drivers and Values Talen nt, Structure Goals Metrics focused on recruiting,  Organizational  Organi ational g g g, p g, engaging, developing,  Talent  Workforce  Engaagement retaining, and sustaining  Diversity, EEO Communication Acquisition Redeployment Str rategy your workforce in support  Strategy of customer and  HRIS Policies, shareholder  value creation  Employee  Competency  Payr roll, HRIS, through a number of  Total  Procedures,  Assimilation and  Based Selection  Autom mated Time  aligned people‐centric  Rewards Practices, EE  On boarding On boarding Solutions & A & Attendance programs, processes,  programs processes Handbook vendors, technology  Attrition Reduction Employee  Succession Cultu ure, Climate  Job Structures,  solutions, and  Strategies Relations Planning Surveys S and Framework infrastructure that works  in unison to help ensure  Team & Enterprise  Performance  Organnizational  Capabilities the successful design,  Individual Dashboard, Coaching  Deveelopment,  & Capacity deployment, and  Development Scorecards Services, 360’s Learnin ng, Training Management continuous improvement  i i of the: Career Retention Regulatory Assessments Goal l Setting 1) Talent strategy, Planning Strategy Compliance 2) 10‐step talent  Competitive  Fairness,  Org. Structure, and  Comppetency & Goal‐ Voluntary &  management program, Total  Total “issue free”  issue free Executive Team  Executive Team based Performance d Performance  d Involuntary  Involuntary 3) Enabling Human  E ab i g u a Rewards environment Functionality Managgement Process Separation Resources core  competencies, and Continuous Improvement, 4) Alignment of  HR Department Surveys (Strategic,  M&A Integration, organizational culture,  Benchmarking, Competitive Functional,  Service Level) Divestitures strategy, execution,  Analyses and continuous  improvement 25 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Competency Frameworks 26 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ A Competency Model for HR Professionals Strategic Business Partner Committed to Building Shareholder & Customer Value Through Human  Capital, and Alignment of  Organizational Culture, Strategy & Execution Helps The Enterprise Define It’s Mission, Vision, and Values HR Expert Helps the Enterprise Define it’s Business Strategy, Including People,  Process, and Technology Initiatives, and Translate that Strategy in Execution  Knowledge of Human Capital  Management Principles (a/k/a “HR  Helps the Organization Execute Through Objectives, Goals, Tactics, and  Core Competencies”) Metrics M ti Builds HR Core Services &  Helps the Organization Define it’s Talent Strategy Deliverables HR Expert  Customer Service  Applies Business Procedures Strategic Business   Manages Enterprise Resources Partner  Undertakes Activities Leading to Undertakes Activities Leading to  Building Key HR Processes,  Leader Technologies, and Tools Takes Reasonable Business Risks Ethical Chang ge Agent  Decisive Mentors HR Team Mentors HR Team Builds Trust Advocate  Solves Problems Focused on Quality, ROI, Delivery, Customer  Service, Innovation, Continuous Improvement Leader Change Agent Advocate Manages Transformation & Change Values Diversity Identifies issues, solves problems  Resolves Conflicts Consistent With Enterprise Shared Values Consultation  Communicates Clearly Research & Analysis R Respects Others t Oth Builds Consensus Committed to Fair Outcomes for the Good of the Enterprise & it’s Workforce Influences Others Consistent With Mission, Vision, and Shared Valu ues ”People Champion” Providing Solutions to the Enterprise & its Workforce 27 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Understanding the Primary Drivers of Recruitment, Engagement, and Retention Employer Talent Management System Focused on Recruiting, Engaging, Developing, Retaining, and Sustaining your Workforce, Employer Talent Management System Focused on Recruiting Engaging Developing Retaining and Sustaining your Workforce and a “Talent Compact”:  Promises M Made, Promises Kept. Pay Benefits Purpose:   Culture: ‐Guiding Mission &  ‐ Authenticity values Meritocracy ‐Global citizenship ‐Global citizenship Connection ‐Committed to the  Talent‐Centricity region Brand: Opportunity: ‐ Known for  ‐Challenging Work Excellence ‐Accelerated Career  ‐ Leading Global  Track Company ‐Continual Training /  Learning Work ‐ Inspirational  Development & Development Environment Leadership ‐Competitive Pay Recruiting talent is about: Engaging talent is ab bout: Retaining talent is about:  Competitive health care benefits  Senior managem ment’s interest in   Advancement opportunities  Competitive base pay Employees as val lue creators  Co‐workers with skills needed for the organization to   Advancement opportunities  Overall work env vironment succeed  Work/life balance  Decision‐making g authority  Market‐competitive total rewards, and benefits  Pay raises linked to individual Pay raises linked to individual   Company reputa Company reputa ation  Senior management interest in Employees Senior management interest in Employees performance  Caliber of co‐wor rkers  Employee involvement in decision‐making How to Measure Employee Engagement  Gallup Q‐12 crite eria  “Great Place to W Work” criteria  Human Sigma u a Sig a  Best‐in‐Class Tale ent Engagement  Metrics 28 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Talent Pipeline (Note: Steps need to be confirmed, and sequenced d based on business needs) Engaging, Talent Managinng Recruitment On boarding Training, Retaining Sustaining Planning Performan nce Developing Talent Planning •Align Organizational Culture, Strategy, and Execution •Align workforce capacity & capability to Strategic Management System •Attrition patterns reviewed •Budgeting undertaken •Review Business Management System •Complete Employee Handbook, Policies & Procedures, supporting form ms, and automate through HRIS, or web‐based  solutions •Define current & future labor requirements  (including attrition) •Formalize Recruiting metrics •Hiring Manager (HM) completes Req. •HR & HM complete Recruiting Plan, screening criteria, selection criteria j b d i HR & HM l t R iti Pl i it i l ti it ia, job design, job description, FLSA status, comp,  j bd i ti FLSA t t Supervisor, Dept., target start‐date •Job Design & Descriptions completed •Confirm status (whether headcount will be RFT, fixed duration, temp, o or 1099) •Opportunities for M&A and divestiture evaluated •Resolve Org structure and reporting responsibilities •Resolve Org structure and reporting responsibilities •Vendor relationships, business partnerships evaluated 29 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Talent Pipeline (Note: Steps need to be confirmed, and sequenced d based on business needs) Engaging, Talent Managinng Recruitment On boarding Training, Retaining Sustaining Planning Performan nce Developing Recruitment •HR & HM confirm selection criteria, timelines •HR & HM confirm sourcing methods, criteria, timeli ines •HR administers application, testing •HR performs phone screens for top 5‐10 candidates p •HR and HM review and select top 3 ‐5 candidates fo or interviews  •HM schedules interviews per recruiting plan •Interview top 3‐5 candidates •Interview feedback provided to HM •Final candidates interview with HM & HR •HR communicates with candidate regarding pre‐hire e status  •HR or HM completes reference checks •HR coordinates required pre‐hire screening (backgro ound, physical, drug,  references) •Hiring decision made by HM, with input from HR •HR declines other candidates •HR prepares offer letter; HR or HM presents offer let t HR ff l tt HR HM t ff l tt tter to candidate t did t •Recruiting Plan completed •Req “closed” 30 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Talent Pipeline (Note: Steps need to be confirmed, and sequenced d based on business needs) Engaging, Talent Managinng Recruitment On boarding Training, Retaining Sustaining Planning Performan nce Developing On boarding •“Success” criteria reviewed •1st Week Onboard Schedule; revview of team, dept., Co. goals (HM) HM, HR) •90 day & 6 month goal setting (H •Company culture, and team inte egration •New Employee Essentials, New Employee Orientation (Day 1) •New Employee Essentials New Employee Orientation (Day 1) •On‐Boarding  Process (Supervisor, Team, Technology, Leadership, Sales) •Operational review •Review of key systems, process, Mission, Vision, Values, business strategy,  framework for execution •Technology, process, workflow r Technology, process, workflow rreview •Total Rewards:  Compensation & & Benefits s Program •Values Based Benefits / Wellness 31 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Talent Pipeline (Note: Steps need to be confirmed, and sequenced d based on business needs) Engaging, Talent Managinng Recruitment On boarding Training, Retaining Sustaining Planning Performan nce Developing Managinng Performan nce •Coaching & & Development (Development Planner, Development  Plan, 360) ng (90 day; bi‐annual; annual)  •Goal settin •Metrics (quuantitative, qualitative) •Performan nce dimensions: individual, team, company p y •Performan nce Improvement (specific conversation, progressive  corrective a action) •Performan nce Management Process (90 day; Mid‐year, Year‐end) •Separationn Process •Understan nding and managing gaps in skill versus performance •Weekly 1:11 (performance goals, resources) 32 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Talent Pipeline (Note: Steps need to be confirmed, and sequenced d based on business needs) Engaging, Talent Managinng Recruitment On boarding Training, Retaining Sustaining Planning Performan nce Developing Engaging, Training, Developing •“Informal” attributes of engagement •360s, Dev. Plan, Feedback planner •Annual employee engagement survey •Career‐ladder discussion •Change Management •Compensation review •Development Plan created, with agreed‐upon timelines, and trend  assessment •Employee Competencies measured against agreed‐upon competencies for  specific role •Compliance Training  •Gallup Q12 engagement criteria J b ifi & d t t ll i d id tifi d l ti •Job‐specific & departmental learning needs identified, solutions  implemented •Leadership Development (eg, 64 Lominger competencies, career stallers  and stoppers) •Quarterly development 1:1 (short, medium, and long term) •Succession Planning •Team Building •Team Building •Technical Skills Development •Training assessment, instructional design, delivery, evaluation  •Quarterly 1:1 (development goals) 33 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Talent Pipeline (Note: Steps need to be confirmed, and sequenced d based on business needs) Engaging, Talent Managinng Recruitment On boarding Training, Retaining Sustaining Planning Performan nce Developing Retaining •Career Ladder development (short, medium, long‐term) Education and Training commitments determined •E •Employee Alternatiive Dispute Resolution (ADR), Complaint Process •Reward & Recognitionn system (Employee & Sales person of the Quarter;  Employee & Salesperson of f the Year; Chairman’s Award; anniversary award)  R t i t •Resource constraints process Engagement survey, and implement top 3‐5 issues  •Review results of Employee E that drive employee engagement •Succession Planning •Supervisor/subordinate relationships 34 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Talent Pipeline (Note: Steps need to be confirmed, and sequenced d based on business needs) Engaging, Talent Managinng Recruitment On boarding Training, Retaining Sustaining Planning Performan nce Developing Sustaining •Continuous Improvement DMAIC Six Sigma Lean Kaizen SWOT Baldridge CAPE) 35 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Guidelines that Align Pay & Performance (7) What tools and  in  systems will sustai the use of rewards  (1) What are our   No single compensation  as a performance  FOCUS goals as a  component in isolation (e.g.,  p ( g, i po e e improvement tool? oo ? business? (2) What business  (2) What business increases to base pay,  drivers will we  bonuses, recognition or  emphasize to  promotions) makes an  BUSINESS  achieve our goals? impact on Company business  DRIVERS results ENGAGEMEN NT  Overall program and  (3) What competencies do  component plans and  we need to develop  programs must be aligned  ENTERPRISE (leadership, technical,  and managed systematically PERFORMANCE values, job‐specific)? to engage Employees to make  MANAGEMENT a difference (6) How can we  (6) Ho a e align rewards  (4) How can we  (periodic increases,  RE EWARDS LEARNING set individual  incentives,  goals and  promotions, and  MEASURE     WEIGHT         PERFORMANNCE           PAYOUT    encourage  Check‐ Check‐in Efficiency Target 20% $550 40% $700 recognition) with  Service Quality 15% $100 behaviors that are  behaviors that are 25% $450 Custome $1800 r Wait  Time our key objectives,  Operation al Efficiency aligned with key   Incentive Design e.g., reward for  business drivers?  Mgmt, Sales, Staff, competency   Technical development,  (5) What does the workforce   Pay Delivery Guidelines results only,  need to know and do to  behaviors or a  behaviors or a achieve our goals? hi l ? combination of all? 36 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Guidelines that Align Pay & Performance 37 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Guidelines that Align Pay & Performance “Employment Value  “E l tV l Proposition” Our employees create value  through innovative  p products and services in  support of our competitive  advantage:  serving our  customers, and supporting  our shareholders Talent Management  Talent Management Strategy,  Talent  Management Program,  Enabling Core  Competencies, Alignment of  Organizational Culture,  Strategy, Execution, and  St t E ti d Continuous Improvement  focused on recruiting,  engaging, developing,  retaining & sustaining p y employees 38 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Guidelines that Align Pay & Performance 39 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Values Based Benefits:  Total Value, Total Return To increase health and productivity, new healthcare strategies have evolved to improve bottom line results, increase Employee productivity, enhance Employee satisfaction and improve retention.  AA value‐based design approach centered around wellness has  emerged, focusing on optimizing Employee health benefits for a health hier and more productive workforce. With value‐based design, there are three fundamental sources of succe and seven core principles. The three fundamental sources ess, are a healthy corporation, a healthy work environment and persona responsibility. How these three sources contribute to the al success of the value‐based design is illustrated below. The Seven Core Principles of the Value‐Based Design: (1) the health of your organization begins with your people; (2) to realize total  The Seven Core Principles of the Value Based Design: (1) the health of your organization begins with your people; (2) to realize total value, you must understand total cost; (3) higher costs don’t always me ean higher value; (4) health begins and ends with the  individual; (5) avoid barriers to effective treatment; (6) carrots are valu ued over sticks; and (7) total value demands total teamwork.  Value‐Based Design A Multi‐Faceted Wellness Model Cultural Spiritual Emotional Environ E io Social mental Total Wellness Physical Financial 36 40 © 2010 Richard d Swartzbaugh Intellectual Occupational
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Values Based Benefits:  Total Value, Total Return Outcomes & Interdependencies Execution F Framework Health  Plan/Provider Total Value,  Total Return Appropriate Enhanced  Appropriate Services Organizational and Care Individual Health  Centered Around Wellness: •Profitability •Sustainability p g •Competitive Advantage •Employability Employer Employee Appropriate Behavior 41 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Senior Job Structure Framework – High Level  Manager Career Map Examples Senior E Expert Group Manager Manager Expert Team Consulting Support Leader Manager Specia alist Expert Senior g Manager Lead L d Caree er Career © 2010  Manager Richard  Senior Lead yee Employ Employee Swartzbaugh Intermediate Advanced Entry y Entry Supervisor S i Entry Intermediate Entry Professional Managers Individual Contributors © 2008 - Richard Swa artzbaugh 38 42 Continuously improve the mechanisms that enable the workforce to advance (e.g., “teach them m to fish v handing them fish.”) thru: (a) career path; (b) career development  process; (c) evaluation competencies (leadership, technical, values‐based, job‐specific), (d) eval © 2010 Richard luation form & rating scale; (e) skill guidelines by Dept/function; (f) skills grid; (g)  d Swartzbaugh timeline; (h) summary spreadsheet; (i) development plan; (j) self‐evaluation form; (k) learning needs: 101, 201, 301, 401.
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Key Steps to Producing Lasting Change &Transition, and Building a Learning Organization John Kotter.  “The Heart of Change.” Harvard Business School Press,  (2002). 43 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Key Steps to Producing Lasting Change &Transition, and Building a Learning Organization 44 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ A Model of Organizational Development, and Employee Relation ns Partnership:  The top left‐hand side of the  External Regulation:  The upper right‐hand  model emphasizes a “partnership” approach,  side of the model emphasizes a “leadership”  and typically benefits from more internal  model; designated organizational leaders  regulation, a collaborative and consultative  guide, coach , and collaborate.  Increased  work environment, higher levels of employee  engagement typically occurs through a  engagement, and less external involvement  engagement and less external involvement reduced dependence or perceived need for  reduced dependence or perceived need for in ER.  The partnership model is common in  unions, or third‐party intervention.   organizations with “strategic business  Sustainable high performance typically  partners,” higher organizational  occurs through mutual goal setting, pay‐for‐ effectiveness, and is more prevalent in those  performance compensation systems, and  industries with knowledge workers (e.g.,  team‐based problem solving & continuous  Biotech, Pharma, Life Sciences, Higher Ed.,  Biotech, Pharma, Life Sciences, Higher Ed., improvement efforts, higher organizational  improvement efforts higher organizational Healthcare , high tech, professional services). effectiveness, and is more prevalent in those  industries with knowledge workers (e.g.,  Biotech, Pharma, Life Sciences, Higher Ed.,  and Healthcare , high tech, professional  Bargaining:  The bottom left‐hand side of the  services). model emphasizes a “bargaining” model and  third‐party involvement, and typically  third party involvement and typically experiences a higher‐level of union  Bureaucracy:  The bottom right‐hand side of  organizing, administrative agencies,  the model emphasizes a “bureaucracy”  mediation, arbitration, and ADR. Until  model; more formal and informal  mutual benefits can be established and  committees, and processes are involved to  developed, ER can be more adversarial than  manage change.  These organizations tend to  consultative.  This model is less prevalent in  consultative This model is less prevalent in have less “trust” and more “process” to help  p p the Biotech, Pharma, Life Sciences, but is  ensure that individual rights are protected,  more prevalent in Healthcare industries, the  and lower organizational effectiveness.  This  government sector, and “blue‐collar”  model is more prevalent in the government  industries.   Higher Ed. Staff & guild  sector, and less prevalent in those industries  functions may have a higher prevalence of  with knowledge workers (e.g., Biotech,  bargaining.  K‐12 & trade guilds are more  g g g Pharma, Life Sciences, and Healthcare , high  uniformly represented. An “issue free”  tech, professional services). An “issue free”  engagement & ER model is especially  engagement & ER model is especially  attractive in this setting, especially in light of  attractive in this setting, especially in light of  45 pending legislation (EFCA, RESPECT), and  pending legislation (EFCA, RESPECT), and  recent appointments to the bench, and the  © 2010 Richard d Swartzbaugh recent appointments to the bench, and the  NLRB. NLRB.
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Sample Employee Relations Taxonomy 46 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Sample Employee Relations & Labor Management Relations Metr rics ER metrics (specific, measurable, actionable, results oriented, and time bound) ten ER metrics (specific, measurable, actionable, results‐oriented, and time‐bound) ten to have the most benefit when they focus on key outcomes supporting the nd to have the most benefit when they focus on key outcomes supporting the  nd talent strategy, and the talent management program.  While metrics vary organiza ation to organization, many metrics tend to focus on: time away from work,  the delivery of products or services, measurements of engagement, commitment, and retention, quality of work, quantity of work, service levels, time, and cost. Absenteeism Quality Time & Cost Absence Rate % of workforce scoring in key performance  Grievance Cost Factor by Reason PTO Utilization appraisal dimensions %95thh, 90th) Grievance Time by Reason Sick Leave Utilization Sick Leave Utilization External Customer Satisfac External Customer Satisfacction Index ction Index Grievance Time to Resolve (Days) Grievance Time to Resolve (Days) Unscheduled Absence Rate Internal Customer Satisfac ction Index Internal Compensation Ration (aka ʺequity ratioʺ) Market Compensation Ratio (aka ʺcompa‐ratioʺ) Delivery Quantity Operating Cost per FTE Top 3 industry benchmarks ution (ADR) Success Rate Overtime Expense per FTE Alternative Dispute Resolu Top 3 measures from Managementʹs perspective External Complaint Factor r (compensation, contract Percentage of claims going to ADR, agencies,  Top 3 measures from the Workforceʹs perspective dispute, corporate, discrimin Top 3 measures from the Workforce s perspective dispute, corporate, discrimin nation, exempt v non nation, exempt v non‐ mediation, arbitration, litigation  mediation, arbitration, litigation exempt, harassment, managger dispute, customer  Engagement, Commitment, Retention dispute, vendor dispute) Other % of workforce completing key timeframes (90 day Grievance Rate ULP Employers – Section 8 (a) introductory period, 1, 3, 5, 10 yrs)  ULP Employees – Section 8 (b) Department Head Satisfaction Index Grievance Reason Rate Objectionable conduct by Employer Employee Commitment Index p y Percent of Grievances Resoolved Without 3rd Party  Objectionable conduct by Employees y j y p y Employee Engagement Index (Gallup Q12; Great  Intervention Objectionable conduct by Labor Union Place to Work Index; % scoring very highly satisfied; Percent of Grievances Resoolved Without Monetary  Injunctive relief % scoring highly satisfied) Settlement(s) Disciplinary actions Employee Retention Index Employee Satisfaction with Business Unit,  Service Leadership, Supervisor % of Service Level Agreem ments (SLAʹs) achieved Facilitated Separation Rate (resignation in lieu of    Mean time between custom mer request, customer  termination) acknowledgement, and cust tomer solution (by  Involuntary Separation Rate category) Manager Quality Index Total Rewards Satisfaction Index Voluntary Separation Rate 47 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Sample Employee Relations Dashboard 48 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ Performance Management and Appraisal Process • 2010-2012 • 2010-2012 Succession & Dev.  Planning Performance  Appraisals Strategic  Performance Compensation Training 49 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ ‐‐ M&A Fund damentals ‐‐ Mergers & Acquisition Models, Deal Flow Models g q Personal experience, Deloitte, and Mercer In the collaboration model both parties strive to employ diplomacy,  goodwill, and negotiating finesse in striking a deal that represents a  fair exchange, mutual respect, and a strong interest in ongoing  business relations for mutual benefit. J&J is an excellent industry  business relations for mutual benefit J&J is an excellent industry example of successful use of the collaboration model. The incline of resistance demonstrates (1) the intensity of  oppositions to the other party’s merger objectives, and (2) the  amount of resources (time, energy, money) expended on integration. amount of resources (time energy money) expended on integration Source: UCLA, Anderson School of Business The risk curve is lower for collaboration. 50 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ ‐‐ Attributes of Effective M&A, M&A Integration ‐‐ Four Areas of Critical Business Value for M&A Integration Planning I t ti Pl i Target Evaluation  We understand, have identified,  and allocated full‐time internal  Deal breakers and red flags are  capabilities (team, and individual)  understood.  to manage the “deal” and  “integration ”  integration. Competencies required to  deliver on its business strategy  ? Our people programs are  have been defined.  competitive in today’s  marketplace?. We’ve designed & deployed  talent management processes to  talent management processes to We have identified the parts of We have identified the parts of  ensure that we have the best  the organization that high  people and talent ready and in  engagement most critical. place when the right opportunity  arrives. We’ve created our MADO Plan. Due Diligence Sources: Towers Perrin & personal experience Implementation We have a clear understanding  We are prepared for the people  of the transaction’s full cost — and culture challenges that  including all of the hidden costs of  accompany an M&A. pension, labor‐management  relations, FLSA classification  Our senior leaders articulated a  issues, health care, retiree  issues health care retiree mission and vision, and made it  programs and other transaction‐ clear and meaningful to  related costs. employees. Effective enterprise risk  Our current training approach is  assessments (analyses, and  delivering an adequate ROI, both  potential remedies) have been  potential remedies) have been for our employees and the  undertaken. organization. Enterprise technology  Source: Jossey-Bass 51 assessment (knowledge  management, IT, IS). © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ ‐‐ Attributes of Effective M&A, M&A Integration ‐‐ Seven Areas of Critical HR Value for M&A (1) LEADERSHIP. During pg periods of organization transition and disruption, our employees look first to leaders for guidance,  p g p p y g motivation and focus. Leade ership becomes the most important driver of employee engagement as companies transform.    (8) ENTERPRISE RISK MANAGEMENT. We have created a process s to identify those leaders whose skills and mindset best match the organization’s current and  We have an effective ERM  process across all risk categories,  future business needs. implement effective enterprise risk minimization steps, including  cultural attributes that contribute to creating a risk management  (2) CULTURE. Whether you are  culture, and ERM is “everyone’s job.” undertaking a merger or acquisition, it’s  critical to align cultures and values, and  (7) HR SERVICE DELIVERY. Throughout  (7) HR SERVICE DELIVERY Throughout ensure company leaders share a common  the integration process, ensuring seamless  mission and vision.  HR service delivery, with minimal  disruptions, can positively impact  We have built and sustained a corporate  workforce engagement and productivity.  culture that reinforces the new business  strategy rewards desired behaviors,  We have defined and designed the future  developed change management and  structure of HR service delivery, assessed,  communication strategies for the  g selected, and integrated HR technology  l t d di t t d HR t h l conversion and aligned those activities  systems to support the needs of the new  with other integration work streams for a  organization. smooth transformation. (6) TOTAL REWARDS. Total rewards  represents an area of immediate concern to  (3) COMMUNICATION. Clear and  employees. Aligning employee reward  compelling communication is critical  programs with overall business objectives  during any corporate transition.  is critical to both the short‐ and long term  is critical to both the short and long term success of the transformation.  We have created a communication and  messaging framework that supports  We have designed & implemented  Sources: Towers Perrin & employee engagement, maintains focus on  reward programs that will drive key  personal experience driving business performance. leadership and employee retention,  encourage new attitudes and behaviors,  We have prepared the right  and increase productivity through  communication strategy, materials and  workforce engagement. kf processes — from pre‐deal through  processes from pre deal through integration — to address all organizational  stakeholders. (5) STAFFING AND SELECTION. People‐related issues are among the most  often cited reasons for M&A failures.  (4) WORK KFORCE DEPLOYMENT. Companies often fail to realize that growth is driven not only by the business  strategy but through the ability and willingness of the workforce to execute it.  We have designed & deployed staffing and selection requirements for the  new organization and recommend employee retention programs (financial  We have e translated our business strategy into a detailed workforce plan that projects the number, mix, skills and  and nonfinancial) to identify and retain  key talent The employee selection and nonfinancial) to identify and retain “key” talent. The employee selection  cost of emp y mployees needed to meet business objectives. j criteria are based on an assessment of the importance of skills and the ability  to attract and retain needed talent. We have e benchmarked our current workforce against normative data to identify areas for improvement,  analyzed t the composition, flow and cost of the current workforce to project future changes, and identify actions to  close work kforce gaps. 52 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ ‐‐ Attributes of Effective M&A, M&A Integration, and Execution Tools ‐‐ Culture Integration & Change Management:  CEO’s Need to Creat g g g te a New Vision for the Combined Company, Enable Trust,  p y Teamwork, Communicate, and Create a “Best of Both World ds” Based on Common Mission‐Critical Business Drivers,  Vision, Core Values, and Operating Principles! Change Management Focus Business Impacts Bus Driver Bus Driver #3 ABC XYZ #1 Bus D Driver #2 # Strategy &  Business Plan Core Value Vision Bus Bus Bus #3 Driver #1 Driver #2 Driver #3 Core Vaalue #4 Technical,  People  Core Value Core Value Vision Process  Impacts #3 #4 Impacts Operating Bus Driver Operating Principle #2 #4 Principle #1 Bus Focus on Mission‐Critical Truths! Operating Driver #4 ??? 1. Focus on mission critical aspects of culture – Principle #2 business drivers (commitments to shareholders, customers,  employees) & values (integrity, innovation) Core Value 1. Be loyal to the organization, respect the culture #2 Core C Operating Core 2. Treat equilibrium like a danger zone Value #1 Principle #1 Value #2 ?? ?? 3. Help shape culture @ the local level 4. Accept personal accountability for culture change 5. Protect the organization’s operating results 6. Push for speed in the change process Core Value 7. Don’t be surprised when culture “counter attacks” 7 Do ’t be u i ed he ultu e “ ou te atta k ” #1 8. Expect the situation to get worse before it gets better. 9. Be thankful for corporate cultural diversity. 53 10. One last thought – Some things will remain the same,  and some will change © 2010 Richard d Swartzbaugh Price Pritchett
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ An Integrated Information, Technology, and Knowledge Managem ment Approach HRIS Automated Time & Attendance System 54 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ An Integrated Information, Technology, and Knowledge Managem ment Approach Enterprise TMS Integrated  Self Service  (Applicant, Employee, Manager) Front End Front End LOA Training &  Administration GL tie‐in Invoice Management Development ork Managed Netwo Provider Automated Time &  Benefits Open Services Scheduler Attendance Payroll Enrollment Analytical  Processing,  P o e ii l Analytical A l Applicant Performance Tracking HRIS Query,  Processing,  Management HRIS System (ATS) Query, Reporting System Reporting Interoperability Integrated  I t t d Consolidated Enterprise, BU Report ting Back End  and  Reporting Third Party 55 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ An Integrated Information, Technology, and Knowledge Managem ment Approach E d its a n d I n t e rn e t A u d it R e p o rt s A u d it S u p e rv i s o rs T im e & A t t e n d a n c e A p p lic a t io n R e p o rt s T im e s h e e t P ro f e s s i o n a l C a lc u la t e s T im e & P a y R u le s A p p lie d A u d it R e p o r t s B e n e f it A c c r u a ls ( s u b m is s io n , a p p r o v a l & m a in t e n a n c e ) T em p A g e n c ie s P a y D a ta N e w H ir e s A tte n d a n c e D a ta AD P R e p o r tS m i th M is c R p ts B e n e f it s A d m in is t r a t io n EEO A p p l i c a n t T r$ a c k i n g T r a in in g , S k ills & C e r t if ic a t io n W rk C o m p C o m p e n s a t i o n B ana n a g e m e n t M k E m p lo ye e OS H A I n f o rm a t i o n S e l fS e r v i c e I n s u ra n c e O n l i n e B e n e f i t s E n ro l l m e n t A c c e ss to P a y H i sto ry , W -4 i n f o , E t c . YT D A D A c c u m u l a t o rs P C h e c kD e ta il File s L o c a l A D P P ro c e s s i n g C e n te r P a y ro l l , R e p o rt S m i t h , a n d H / R P ro f i l e T ra i n i n g C l a s s e s M a s te r I n s u ra n c e P a y G a rn i s h m e n t 4 0 1 (k) G e n e ra l W o rk e rs C o m p C o n t ro l N e w H i re t o $ R e p o rt s T a xD e p o s its R e p o rt s F ile L e d g e rR e p o rt R e p o rt S t a t S u m m a ry R e p o rti n g C h e c ks & V o u c h e rs L a b o r D i s t r i b 't n C hec k Q u a rt e rl y G rea S i g n e d , S o rt e d Filin g G a rn i s h m e n t R e g i s te r C o b ra & S tu ffe d s P ro c e s s i n g & P lt in a & A d m i n i s t ra t i o n A n n u a lF ilin g S p l i tW ra p R e m i tta n c e S u m m a ry R p t s Fin a n c e F i d e li ty4 0 1 K Mo d u le S ta te E m p l o ym e n tD i vi s i o n s W 2 's C D D i re c t D e p o s i t (F S D D R om ) $ U n e m p lo ym e n t C o m p e n s a tio n Managem ent A D P B ank 56 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ An Illustrated Integrated Workflow Approach Employee interaction: Punches, time reporting RULES ENGINE: PTO requests Hours and d pay code calcs Scheduling requests Vacation, Sick, M Meal Period Violation Enterprise Payroll Shift swaps & requests Missin ng Punches Authorization of Time Sched S hedduling rules duli ule Can Trig gger Actions:  Email nnotifications Wo orkflow Reeporting Letters/NNotifications Manager Views:  Schedules Schedule template Employee preferences Employee preferences Corporate and/or Payroll: Corporate and/or Payroll: Call on/call off lists Receive automated notifications  Actual to schedules Triggered off of actions System can send email notification, reporting Real time information on all aspects LOA Hours/ Pay code Exceptions Meal Violations, Missed Punches Meal Violations, Missed Punches 57 © 2010 Richard d Swartzbaugh
    • ‐‐ Talent Management: Recruiting Engaging Developing Re Talent Management:  Recruiting, Engaging, Developing, Re etaining & Sustaining Your Workforce, and  etaining & Sustaining Your Workforce and Enabling Human Resources Core Competencies in Support ofof Customer and Shareholder Value Creation ‐‐ 58 © 2010 Richard d Swartzbaugh