The document describes a job shadowing program that allows employees to interact with more experienced professionals, receive feedback and support, and gain a broader perspective of the organization. The program benefits both protégés through skills development and mentors through leadership development. It is intended to increase employee engagement, reduce turnover, and help with succession planning.

1. Cross Training
Job Shadowing Program
Kathy Ramirez
Sabina Sulat
Jennelyn Giovando
Andrea Kaufmann

2. Magellan Protégé Benefits
 Having opportunities to interact with more experienced
professionals at Magellan
 Receiving encouragement and support
 Building job, career and self-management skills
 Learning shortcuts and strategies that are typically learned by
trial and error
 Receiving specific feedback from someone other than a direct
supervisor
 Gaining a more broad organizational perspective

3. Magellan Mentor Benefits
 Gaining satisfaction through assisting in the
development of others
 Building leadership, technical, career and self-
management skills
 Gaining renewed enthusiasm and engagement in
their own jobs
 Enhancing skills in mentoring, coaching and
leadership, regardless of a person’s role in the
organization


4. Magellan’s Benefit
 Increasing employee engagement, satisfaction and morale
 Reducing turnover by expanding development and learning
opportunities
 Increasing performance
 Using as a recruitment tool
 Helping to create a preferred workplace

5. Stake holder responses to
questionnaire
 What other interventions have been tried? “Leaders should already be
utilizing mentoring as part of succession planning. Feels they’re not
doing a good job at that’.
 Why didn’t mentoring/job shadowing programs not work in the past?
“Was not supported by Leadership, too complicated, too multilayered;
did not yield immediate results”.
 What might threaten outcome of program? Time constraints; limited
resources; other priorities

6. Why do we need job shadowing?
 Expands employee understanding of what each department does.
 Fulfills Magellan’s succession plans
 Make employee feel valued
 Lower’s turn-over
 Increases productivity – trained employee can step in when needed i.e.
call center

7. Creating a Successful Program
 Employee Initiative
and Responsibility
 Leadership Support
 Effective Tracking

8. HR Learning Path
 Established by each
department
 Employee “Electives”
 Part of Employee's MPM
 Employee Self Paced
Learning
 Tracked in Achieve
 Balance of Assignments,
Courses and Skills

9. Sample HR Learning Path:
HR Learning and Performance
 General HR (for all paths)
 Presentation: HR Departments
 Department Specific Training
 HR L & P Orientation
 Intro to Instructional Design
 Improving Presentations
 Achieve Courses
 Microsoft PowerPoint - Slide Layout and Design
 Basics of Effective Communication
 Learning and Performance Checklist
 Elective Skill (chosen by employee)
 ASTD Webinar
 Elective Reading (pre-selected book, article or website)

10. Sample HR Learning Path:
HR Learning and Performance
 General HR (for all paths)
 Presentation: HR Departments
 Department Specific Training
 HR L & P Orientation
 Intro to Instructional Design
 Improving Presentations
 Achieve Courses
 Microsoft PowerPoint - Slide Layout and Design
 Basics of Effective Communication
 Learning and Performance Checklist
 Elective Skill (chosen by employee)
 ASTD Webinar
 Elective Reading (pre-selected book, article or website)