MISHRM 2014 Annual Conference

1. MISHRM 2014 Annual Conference HR Amplified: Driven to be…

2. Building the foundation for long term success Maria Dwyer – Clark Hill PLC John Patricolo – Right Management

3. Topics to be addressed • Proper Recruiting Techniques • Are you getting the attention you want? Start with these top tips. • Performance Reviews • Performance Reviews and Employee Management • Why are they important? What to avoid and what to include. • Succession Planning • Trends • Defining the Process • Best Practices

4. Top 10 Tips for Recruiting in Today’s Market • The Candidate Pool • Where and how are you searching for candidates? • Consider In-House Candidates • Promotional and Lateral Opportunities • Be Known As A Great Employer • Employment Practices • Involve Current Employees • Recommendations, Consider Qualifications and Interview • Be Competitive In Compensation and Benefits • You get what you pay for…

5. Top 10 Tips for Recruiting in Today’s Market Place • Put your Best Face Forward • Use your website! • Determine the Market • How do you grab the attention of the top candidates? • Know What Makes the Job Exceptional • Sell the job • Networking • Every Meeting is An Opportunity to Connect • Reference and Background Checks • Ban-the-box legislation

6. Performance Reviews: A Time Consuming (but necessary) Process

7. The Importance of Performance Reviews • Clarifies job responsibilities and expectations • Drives behavior to align with company’s core values, strategy, and business goals • Develops employees’ capabilities through effective feedback and coaching • Improves communication between management and employees • Provides opportunity to recognize and motivate employees

8. What are the benefits? • For the Employer • Increased: • Productivity • Performance quality • Employee morale/engagement • Retention rate • For Employees • Understanding expectations • Opportunity to discuss career goals and training needs • Feeling valued • Fosters relationships

9. Writing the Performance Review – It is in Writing, Correct? • HR should provide review forms and clear criteria to use for ratings • Follow Your Company’s Performance Review Policy – be mindful of the timelines • Outline talents (recognition!) • Outline growths (opportunities / expectations) • Next steps (expectations / development) • Overall Appraisal Comments • Inclusive of entire year (behaviors, competency, goals) • Valuable feedback

10. Appraisal Writing: What to Leave Out • Avoid: • Criticism / Stereotypes / Opinions / Personal Attacks – “too emotional”, “doesn’t care”, “lacks energy”, “out on sick leave too much” • Stray references to personal life or medical issues – may result in potential legal liability • Medical Leave / FMLA • Age • Family Issues • Sickness / disability (potential ADA liability) • References to protected employee complaints • Grievances • Harassment / Discrimination

11. The Appraisal Meeting • Face-to-Face • Scheduled, private, no interruptions • Give balanced feedback when appropriate – positives and negatives • Let the employee talk and ask questions to allow employee to provide feedback • What obstacles to success do they have? • What do they enjoy most/least? • How can you help/support? • Don’t get bogged down on the past. Focus on future (establishing new goals and improving) once performance issues are known and have been discussed • Always treat an employee with dignity and respect (put yourself in his/her shoes)

12. Establishing Performance Goals • In order to be effective, goals should be established based on employee participation and commitment • You don’t have to agree with or accept an employee’s desired goal, but should seek his/her input before setting one • Define end results to be accomplished and any measurables/metrics to assess achievement • Goals should be challenging but achievable • Do not set goal and ignore it for 12 months – periodically follow-up with employee to assess progress

13. Meet Right Management • Talent and career management experts • Leaders in the creation and delivery of services that enable our clients to win in the changing world of work • Wholly-owned subsidiary of Manpower Inc. • Founded in 1980 • Serve 80% of Fortune 500 and 70% of Global 500

14. Overview: Succession Planning • Key Trends • Defining Succession • Best Practices

15. Poll • Do you have future leaders identified for critical roles in your organization? • Yes, for all critical roles • Yes, for most but not all critical roles • Yes, for some critical roles • No, not for any critical roles

16. Key Trends Impacting Succession in an Unpredictable Business Climate

17. The Consequences of a Weak Pipeline • More than half of companies can’t name a successor to CEO (Source: Stanford University) • Succession management dwindles down the ranks: • More than half of companies implement succession management for their most senior executive levels • Fewer than 40% include mid-level managers • 11% include first-line supervisors • Only 12% of programs are integrated with talent management, performance management or employee development (Source: Bersin & Associates)

18. The Pressure is On! • 40% of corporate board members are unsatisfied with succession plans (Source: Egon Zender) • Organizations that include middle managers or even all employees in succession planning have significantly higher sales growth than those who only focus on top management (Source: CedarCrestone HR Systems Survey) Never has there been such a critical time for organizations to clarify their business strategy and ensure that succession management is integral to the operations of their firm.

19. The World is Changing Demographics/Talent Mismatchis deepening as working age population declines and nature of work changes TechnologicalRevolutionshave power to change where, when and how we work IndividualChoiceexercised by those and most in demand skills RisingCustomerSophisticationrequires businesses to work in new ways, driven by innovation, value and efficiency 19

20. Defining Succession • Succession ManagementThe comprehensive approach to systematically identifying, assessing and developing talent for future critical roles throughout the organization to ensure continuity and effective organizational performance • Succession PlanningThe identification of successors in line for specific positions, focused primarily on only the very top levels of leadership • High PotentialsIndividuals at various levels within the organization identified as having significant “upside potential,” but who may not be immediately slated as successors or may have a somewhat longer timeline for development Widespread disparity in definition; inclusion of hi-pos is a distinction from what most others do in this area.

21. Succession Management • Builds your bench strength of talent • Enables critical roles and skills to be tracked • Improves employee retention and minimizes unwanted turnover • Lowers recruiting and onboarding costs • Engages your employees in their own internal career development • Plans long-term organizational health and strategic viability

22. Succession Management • Essential • An effective system for assessing/evaluating talent • The commitment of leaders • Learning and development interventions that are integrated with succession efforts • A strong link to business strategy • Non-Essential, but Nice to Have • To select and utilize technology based on process design, rather than allowing functional limitations of technology drive the process • Want learning and development interventions that are integrated with succession efforts

23. The Importance of Relevant Metrics • Turnover/retention statistics • Internal versus external staffing statistics • Measures of pipeline strength • Diversity statistics

24. How do you establish succession management in your organization • Formal practice, well-established processes • Informal Formal practice, with processes not established • It doesn’t exist

25. It all starts with… • Integrating Succession Management into Business Strategy, Planning and Processes

26. It Requires a Shift in Mindset Long-Term Viability Replacing People • Strategic business imperative • Leader-led in collaboration with HR • Considers the talent needed to match the future vision of the business • Shaped by environment and culture, driven by strategy • Parallel processes • HR-led “task” or “process” to replace “key” talent • Business strategy and values not integrated • “Now and next 3 years” perspective • Not tied to business impact • Linear

27. A Parallel Framework Guided Design Define the Strategic Business Imperatives Establish Organizational Performance Expectations Assess Organization Capabilities & Resources Determine Critical Roles & Success Profiles Design Talent Review Process; Align with Talent Management Organizational Performance Structure, Capacity & Capability People, Systems & Processes Strategy Leadership Conduct Talent Review as a Business Process Assess Individuals and Provide Feedback on Performance Plan & Implement Development Approaches Select for Placement & Promotion Monitor Progress & Measure Results Customized Implementation

28. Conclusions Clear opportunity exists to hard-wire succession efforts to business strategy, and to strengthen accountability for delivering on commitments made during the talent review/succession management processes.

29. Thank You

30. Maria Fracassa Dwyer Clark Hill PLC (248) 988-5899 mdwyer@clarkhill.com John A. Patricolo Right Management (248) 948-1600 john.patricolo@right.com