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Mentoring Program February 12, 2009

Mentoring Program February 12, 2009. The Company. 3.7 million members. 8 NC locations. 4900 employees. Business Drivers for Talent Development. Larger and more global organizations Leaner organizational structure Demographic trends

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Mentoring Program February 12, 2009

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  1. Mentoring Program February 12, 2009

  2. The Company 3.7 million members 8 NC locations 4900 employees

  3. Business Drivers for Talent Development • Larger and more global organizations • Leaner organizational structure • Demographic trends • Increasing importance of human capital • Economic uncertainty

  4. Talent Development • Companies are increasingly relying on career development as a retention tool. • A strong source of competitive advantage is developing the skills, knowledge and behavior of existing talent. • Corporate Leadership Council studies indicate that employees develop first and foremost from feedback and relationship activities. • An employee’s direct manager is the key to talent development through coaching, development activities, and individual development plans.

  5. Add title for transition slide Blue Xchange: The Program

  6. Blue Xchange – Why Mentoring? • Informal mentoring was already taking place… we wanted to support the effectiveness of mentoring relationships. • Mentoring ranked 5th in importance to leaders out of 17 development programs. • Mentoring ranked highest in importance to women and young leaders. • “Conduits of informal learning, e.g., mentors, can have up to a 26% impact on discretionary effort.” – CLC study2.

  7. Blue Xchange Background • A diverse work team designed and launched Blue Xchange in 1999. • In 2004, Training Magazine recognized Blue Xchange as a best practice in mentoring. • Blue Xchange has made mentoring an integral part of our culture.

  8. Blue Xchange Program Goals Identify, retain and develop high-performing employees Focus on diversity Develop networking opportunities Provide cross-divisional exposure Enhance recruitment and retention

  9. Blue Xchange Roles • Mentors—from all areas and levels of the company—provide guidance, coaching and advice to Mentees. • Mentees are high-performing individual contributors and people leaders. • Steering Committee determines guidelines,manages and monitors the mentoring program. Facilitates the application, selection and pairing of mentors and mentees.

  10. Orientation Development Plan Agreement Form Mentoring Meetings Mini-Workshops Evaluation Program Process Orientation / Kickoff Selection / Matching Application Interview Notification Program Components

  11. Blue Xchange Today • There are 64 active mentor/mentee pairs in the 2008-2009 program. • 40% of the current mentors were once mentees. • Program is open to all employees after 1 year of service. • Cohorts show an increase in promotions, transfers and title changes within the second year following program participation.

  12. Program Participant Outcomes • Since the program’s inception, program participants surpass the company’s average % merit increase every year • On the average, employees receive the highest % merit increase in the second year following participation in the program Very few employees leave BCBSNC following participation in the program

  13. Observations • Percent merit increase averages for Mentees are consistently higher than overall employee averages • Employees receive highest percent merit increases in the second year following program participation • Program supports employee retention • Most cohorts increase in promotions, transfers, and title changes 2-3 years following program participation • Most participants receive promotions, transfers, or title changes within two years of program participation

  14. Blue Xchange Lessons Learned • Obtain visible senior level support and involvement • Manage expectations of participants • Be clear about purpose, audience and measurements • Communicate clearly, consistently and regularly • Evaluate and improve continuously • Set pairs up for success

  15. Expanding the benefits of Mentoring • New Manager Assimilation • Provides support for transition to people leader • Key Talent • High potential development • Paired with internal coach and mentor • Mentors include company officers and other senior leaders

  16. Add title for transition slide Overall Talent Program Effectiveness

  17. BlueXchange Participants Have a Good Relationship with the Company-2006 Source: Employee Preference Survey, BCBSNC, 2006

  18. 2008 Employee Preferences Survey Indication… When employees are provided more individualized development, they are more committed to the company and engaged in their work.

  19. Continuing Education DevelopmentalAssignments JobShadowing VolunteerOpportunities Career Development ProjectManagement Coaching Career Navigator EmployeeNetworks • Blue Xchange Blue University Talent Development Journey

  20. Thank you!

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