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Internal Talent Mobility: A Case Study
The document discusses the American Heart Association's focus on strategic talent mobility. It defines talent mobility and explains why it is important for employee retention and organizational needs. The AHA has implemented processes like internal-first hiring and succession planning to develop current employees and fill roles from within. While there were initial bumps, communication and transparency improvements have helped strengthen the talent mobility program. Future goals include enhancing skills data and career development resources to continue prioritizing internal growth opportunities.
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Internal Talent Mobility: A Case Study
- 1. Strategic Talent Mobility TheWho, The What and The How #TheAHAlife
- 2. The Takeaways • Whytalent mobility is important at the American Heart Association • How we have made internal mobility a key focus • What we have in place today • Bumps in the road we experienced • Where we want to go with it #TheAHAlife
- 3.
- 4. Find the SweetSpot Individual’s Need to Grow Capabilities Aspirations Organizational Needs Experiences Skills competencies
- 5. Why Talent Mobilityis Important • #1 Source of hire for most organizations • No matter the generational stereotype – EVERYONE wants to grow • Quicker Ramp-Up and Productivity • Great PR for the employer brand • Employees are viewed as your greatest corporate asset
- 6. Talent Mobility atAHA Source of Hire # of Applicants # of Hire Percentage of Applicants Percentage of Hires Internal 4,784 1479 1.6% 36 % Employee Referrals 8.887 739 2.7% 20% Indeed 198,707 725 60% 20% ATS: July 1, 2013 through June 30, 2016 Total Applicants: 327,661 Total Hires: 4,126
- 7. Why the Focus •Creates a culture than people want to be a part of and experience • Improve retention of fundraiser turnover with less than three years • We are on a mission to save lives and retaining those who believe in it gets us to our goals faster • Overcome the ‘work for nonprofit” reputation • Share success stories with our volunteers, donors, and social followers
- 8. The How • Havea defined process around internal transfers and promotions • Respond to the employee engagement issues around their growth • Top of mind approach toward potential internal candidates • Look to our succession plans for Director level and above roles • Communicate the opportunities • Measurement
- 9. Our Process Speak withall internals first before speaking with externals Talent Acquisition Team talks to all internals who apply Hiring Managers speak with all internals who apply
- 10. Employee Engagement Take thepulse of our organization every year Each department focuses to develop the team’s growth Performance discussions are focused on our employees’ growth
- 11. Top Of Mind Recruitersget to know the people they hire Help the manager think about the if we hire, what and where could the they grow Recruiters keep internal candidates at all levels top of mind and make suggestions to hiring managers before the posting goes up
- 12. Succession Plans All regionaloffices and National Center have succession plans for Director and higher 2018 – will focus on managers and above Recruiters utilize succession plans in our HCM system Ensures we keep our high potential employees top of mind throughout their AHA Life
- 13. Communicate the Opportunities Bi-weeklynewsletter with the following: Highlighted Jobs Direct link to our Internal Careers Portal Recruiting Events – Internal and External Provide career advancement advice Answer questions about the internal process
- 15. Measuring Success Metrics wereview: Total Turnover Fundraiser Turnover Employee Engagement Percentage Talent Readiness per succession Internal vs External Fills % of internals promoted vs lateral Down the road… Quality of Hire Mentoring Effectiveness
- 16. Bumps in theRoad
- 17. Bumps in theRoad Not always going to be perfect Internal employees missed Manager Transparency Interview Etiquette Continuous communication (not always there)
- 18. How We SmoothedOut All employees required to apply for internal postings through our internal careers portal Coach hiring managers on the benefits of honesty, etiquette and providing advice Developed touch points throughout the recruiting process
- 19. Where we’re going…. Upload “skills section” of LinkedIn into HCM Succession plans and Performance Management Tools into HCM Career Development Day Virtual Internal Career Fairs Opportunity Text Alerts to Internals
- 20.
- 21. Questions? Connect/Follow with me: Michael.Goldberg@heart.org 214-706-1262 469-955-2561 https://www.linkedin.com/in/dallasmichaelgoldberg @superrecruiter Follow#TheAHALife: www.facebook.com/theahalife www.twitter.com/theahalife www.Instagram.com/theahalife https://www.linkedin.com/groups/ 2729680
Editor's Notes
- #2 The concept of the Internal Career day
- #5 What a difference a year makes: Looking at a 3 month period between FY14 and FY15 we have seen 70% increase in applicants from Facebook postings While the stats are important and tell a nice story, the real story to tell is that our social campaign has produced an additional 74 candidates in a 3 month period that we may not have been able to get if we did not have a Facebook Talent Attraction strategy. Now let’s take a look at what has helped us improve so much.
- #9 Speak with all internals first before speaking with externals Talent Acquisition Team talks to all internals who apply Hiring Managers speak with all internals who apply
- #16 When calculating ROI for broad knowledge sharing, consider the following questions: • Who are the knowledge sources in your company? • Who needs the knowledge? • What are the three most common competencies people want to improve? • Are there trends or commonalities among your top knowledge sources such as age, location, seniority or tenure? • Are there trends or commonalities among the people who need the knowledge such as age, location, seniority or tenure? • Where are the biggest gaps in knowledge in your company? • Who is willing and available to share knowledge? • Who do people go to most often when they need to learn something? • Is there a go-to set of knowledge sources? • How do knowledge and skill gaps impact your company? • What could be accomplished if the gaps did not exist? • What roadblocks to knowledge sharing exist in your company?