2. 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
4. Find the Sweet Spot
Individual’s Need to Grow
Capabilities
Aspirations
Organizational Needs
Experiences
Skills
competencies
5. 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
6. 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, 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
• 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
9. 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
10. 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
11. 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
12. 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
13. 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
14.
15. 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
17. Bumps in the Road
Not always going to be perfect
Internal employees missed
Manager Transparency
Interview Etiquette
Continuous communication (not always there)
18. 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
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
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.
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
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?