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Strategic Talent MobilityThe Who, The What and The How
#TheAHAlife
The Takeaways
• Why talent 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
First, Lets Define
#TheAHAlife
Find the Sweet Spot
Individual’s Need to Grow
CapabilitiesAspirations
Organizational Needs
ExperiencesSkills
competencies
Why Talent Mobility is 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
Talent Mobility at AHA
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, 2016Total Applicants: 327,661 Total Hires: 4,126
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
The How
• Have a 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
Our Process
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
Employee Engagement
Take the pulse of our organization every year
Each department focuses to develop the team’s growth
Performance discussions are focused on our employees’ growth
Top Of Mind
Recruiters get 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
Succession Plans
All regional offices 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
Communicate the Opportunities
Bi-weekly newsletter 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
Measuring Success
Metrics we review:
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
Bumps in the Road
Bumps in the Road
Not always going to be perfect
Internal employees missed
Manager Transparency
Interview Etiquette
Continuous communication (not always there)
How We Smoothed Out
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
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
Where we’re going ….
Questions?Connect/Follow with me: [email protected]://www.linkedin.com/in/dallasmichaelgoldberg @superrecruiter
Follow #TheAHALife: www.facebook.com/theahalifewww.twitter.com/theahalifewww.Instagram.com/theahalife https://www.linkedin.com/groups/2729680