American Cancer Society Talent Strategy Kimberly McAdams, Managing Director Talent Development

1. American Cancer SocietyTalent StrategyKimberly McAdams, Managing Director Talent Development

2. Agenda for Today • About American Cancer Society • Talent Strategy Concept • Talent Strategy Initiatives • Your Questions

3. ACS Mission Statement The American Cancer Society is the nationwide community-based voluntary health organization dedicated to eliminating cancer as a major health problem by preventing cancer, saving lives, and diminishing suffering from cancer, through research, education, advocacy, and service.

4. ACS Structure

5. Agenda for Today • About American Cancer Society • Talent Strategy Concept • Talent Strategy Initiatives • Your Questions

6. Talent Strategy“Re-investing” in Our Talent The American Cancer Society is committed to making this the very best place to work and volunteer – a place where people want to work, where people develop their skills throughout their careers, and a place where people stay because they are valued.

7. Talent Strategy – Focus Talent Strategy – Focus Areas Talent Attraction Talent Development Talent Retention Voluntarism Diversity & Inclusion

8. Agenda for Today • About American Cancer Society • Talent Strategy Concept • Talent Strategy Initiatives • Your Questions • Key Take – Aways

9. Talent Strategy Initiatives 2007 – 2008 Focus Area 2007 2008 Complete pilot and nationally deploy PeopleClick Refresh employment/ volunteer brand Talent Attraction Administration Centers Nationwide Onboarding Candidate Quality Talent Attraction V V V Senior Executive Development Evaluate career progression for critical roles Design and select leadership development program Diversity Development & Education Program Young Professional Volunteer Program Define core competencies Talent Development Manager development V V V V V Complete comp study & pension changes Conduct senior level talent review & pilot talent pipeline analysis Assess benefits opportunities Nationwide Flexible Work Program Pilot Talent Opportunity Program Nationwide Benefits Evaluation Nationwide Reward for Performance Talent Retention V Develop scorecard Evaluate talent management systems Clarify Roles Change & comm. Plan Change & Sustainability Workforce Planning Engagement Study V V V V V Indicates Implementation underway or implemented V Volunteerism Focus Area

10. Organizational Core Competencies

11. American Cancer SocietyCompetency Definitions • Applied Nationwide and throughout Society Pathways in: • Performance Management • Interviewing and Selection • Career Progression, Learning and Development • To guide your development, learning and development opportunities have been mapped to core competencies including courses, development recommendations, books and more! • Business Acumen • Change Catalyst • Communication Effectiveness • Constituent-Focused: • Inclusiveness • Judgment and Decision-making • Volunteer/Staff Partnership • Results-Oriented

12. Leader Expert Manager Support Core Competency and Career Progression • Validated by Mercer Consulting, these competencies are to provide staff with a basic definition of what is expected in each competency and includes behaviors that demonstrate the competency. • Each competency includes behaviors and development recommendations that correspond to one of 4 primary levels – Support, Expert, Manager and Leader – called career progression.

13. Talent Attraction Administration Center (TAAC)

14. Talent Attraction Administration Center (TAAC) Volunteer Scope of Services Pre-Screen Volunteers from Cancer.org Initial Introductory Phone Call including Discussion/Selection of Volunteer Program Pass to Division Representative

15. Volunteer Recruitment Support • In one quarter the TAAC successfully connected with 286 interested prospective volunteers for one Division

16. Best Talent to Achieve Mission 2007 Spend Efficiencies + 2008 Process Efficiencies + 2009 Candidate Quality = Talent Attraction Administration Center (TAAC) Staff Scope of Services • Nationwide Vendor Management & Contracts • People Click • Career Builder • Background-checks • Contingent labor Recruiting Coordination • Relationship Management • Event Coordination • Diversity Sourcing Post Job Prescreen Candidate Schedule Interview Close-out Job/ Candidate 2007 Current Workgroup focus

17. Staffing Support – Example of results For one requisition for a position: • 45 people applied • 21 People did not pass the prescreen • 16 People met minimum requirements and were phone screened • And 11 were passed to Hiring Manager for review TAAC Recruitment on Req 3224 45 50 Candidates 45 40 35 30 21 25 16 20 11 15 5 10 5 0 Inbox Screened Did Not Pass Screening Did Not Pass Manager Review Hiring

18. TOP program for staff and volunteers

19. Approximately $11 million in turnover costs annually Approximately 34% turnover nationwide annually Majority of turnover at junior levels Majority of turnover at Income / Relay roles Multiple attempts to rectify issues have not proven successful over time Provide entry level staff with exposure, training and career support towards a career. Provide career coaching to all staff in program. Encourage entry level staff to learn about greater opportunities available at ACS and prepare for growth throughout the organization. • Goals: • Consistently retain community development staff for 3 years • Deliberately plan for community development turnover 9-12 months in advance • Enable positive community development staff turnover with 90% job satisfaction at exit interviews Talent Opportunity Program Talent Opportunity Program Will: Current Challenges

20. TOP Program Timeline Phase One Assign buddy Formal On Boarding Process Introduction to nationwide community Formal competency and knowledge assessment to move to Stage 2 Phase Two Assign Mentor Minimum of 1 business knowledge application / Workgroup Cross-Functional Learning Experiences Career coaching session #1 Nationwide TOP Community Event Formal competency and knowledge assessment to move to Stage 3. Phase Three 1 business knowledge application 1 volunteer opportunity/ community service. Define career Plan with coach Career coaching sessions 2 learning or knowledge application experiences Mentorship program Final Stay, Grow, Go conversation Post TOP Transition into Career Progression and Core Competency Map. Opportunity to become a buddy, mentor or coach Opportunity to become TOP representative and/or help plan TOP events • Throughout each phase: • Quarterly Assessments of Participant, Manager and Program • Opportunity for Participant to contribute back to the TOP program (example: become a buddy) • Transition TOP development opportunities into work place • Stay, Grow, Go conversation • On Going Management Training Opportunities

21. DRAFT PHASE ONE PHASE TWO PHASE THREE POST TOP 1. Formal on-boarding process. 1. Assign mentor & coaching session #1. 1. Volunteer career coaching sessions for succession planning. 1. Mentor future TOP Volunteers. 2. Assigned a staff or experienced volunteer partner. 2. Workgroup cross-functional learning experiences. 2. Spokesperson for TOP Volunteer Program. 2. On-line learning & development opportunity. 3. Introduce to nationwide social community. 3. Nationwide TOP community event for networking opportunities. 3. Introduce re-engagement plans. 3. Help plan future TOP community events. 4. Develop a work plan with defined deliverables and expectations. 4. Learn about the mentorship program. 4. Future leadership opportunities. 4. Provide an ACS mission experience. 5. Graduation • OBJECTIVES: • Maximize attraction of young pro bono corporate professionals as Society volunteers. • Maximize our volunteer leadership capacity by developing young pro bono corporate professionals. • Maximize volunteer retention by developing positive relationships with young professionals early in their Society and corporate careers (within the first three years). Professionals Against Cancer • MEASURES OF SUCCESS: • Increase % corporate participation in the pro bono young professional program. • Increase % of pro bono young professionals continuing engagement with the Society post program graduation in any capacity (volunteer, donor, advocate, etc.) • Increase % of pro bono young professionals participating in 1 or more leadership development opportunities. • Maintain overall satisfaction rating of 80% or above among pro bono young professional program graduates.

22. Professionals Against Cancer Reverse Mentoring Encore Professionals (Boomers/Vets) Young Professionals (Gen X / Gen Y) Mentoring Target Market: Young professionals graduating school with related concentrations (MBA, Nursing, Psychology, Healthcare, Management, Marketing, Social Work, Education, Law, etc.) Benefits: -Learn professional skills -Gain real world experience -Utilize educational skills -Build networks -Make a meaningful difference Target Market: Experienced workers looking to retire, or in retirement but who want to remain active and involved Benefits: -Utilize professional skills -Learn new skills -Leverage networks -Grow young talent -Make a meaningful difference

23. Other Volunteer Integrated Talent Strategy Programs • Nationwide Leadership Development Program • Branding • On Boarding • Diversity • Total Rewards • Engagement Study • Scorecard

24. Agenda for Today • About American Cancer Society • Talent Strategy Concept • Talent Strategy Initiatives • Your Questions

25. Thank you!