1. American Cancer Society Talent Strategy Kimberly 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.
> Our American Cancer Society mission statement recognizes our community base of volunteers as our unique capacity, allowing us to prevent cancer, save lives from cancer, and diminish suffering from cancer.

4. ACS Structure
We have a community presence in more than 3400 local communities, with over 3 million volunteers nationwide.
We have 13 divisions that are responsible or program delivery and fundraising through mobilizing our staff and volunteer resources
And right here in Atlanta, we have our National Home Office that is responsible for overall planning and coordination of our strategic priorities and goals.

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.
At the ACS, the decision was made to intentionally revision and re-invest in the importance of our human capital – both volunteer and staff – together.
A new Office of Talent Strategy has been created, headed by a Chief Talent Officer

7. Talent Strategy – Focus
Talent Strategy – Focus Areas
Talent
Attraction
Talent
Development
Talent
Retention
Voluntarism
The Office of Talent Strategy combines under one umbrella human resources, OD, training, diversity, and 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
Talent Attraction Administration Centers
Nationwide Onboarding
Candidate Quality 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
Talent Development
Define core competencies
Manager development V V V V V
Complete comp study & pension changes
Conduct senior level talent review & pilot talent pipeline analysis
Assess benefits opportunities
Pilot Talent Opportunity Program
Nationwide Reward for Performance
Nationwide Benefits Evaluation
Nationwide Flexible Work Program
Talent Retention
Key Discussion.
Review initiatives briefly and focus on the few key ones to follow. V
Change & Sustainability
Change & comm. Plan
Develop scorecard
Evaluate talent management systems
Clarify Roles
Engagement Study
Workforce Planning V V V V V
Indicates Implementation underway or implemented V
Volunteerism Focus Area

10. Organizational Core Competencies
While much attention focuses on attracting new volunteers, I would argue that retaining our current volunteers is an even bigger issue.
In TS, a huge retention opportunity is in improving our basic volunteer relationship management practices so people will want to return. A nationwide trend is the exploration of centralized volunteer and staff “onboarding” services.
TAAC identifies repeatable, scalable human resource activities that can be centralized and provided more efficiently through the Center, freeing up division time to deliver on our mission.

11. American Cancer Society Competency 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. 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.
Support
Expert
Leader
Manager

13. Talent Attraction Administration Center (TAAC)
While much attention focuses on attracting new volunteers, I would argue that retaining our current volunteers is an even bigger issue.
In TS, a huge retention opportunity is in improving our basic volunteer relationship management practices so people will want to return. A nationwide trend is the exploration of centralized volunteer and staff “onboarding” services.
TAAC identifies repeatable, scalable human resource activities that can be centralized and provided more efficiently through the Center, freeing up division time to deliver on our mission.

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
KEY PAGE FOR REVIEW
> For volunteers, one service provided is to help screen volunteers recruited through our cancer.org website.
> Other opportunities include vol/staff orientations and onboarding activities that can be done consistently nationwide
> And volunteer follow-up to check on the quality of their experience to date.

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

16. Talent Attraction Administration Center (TAAC) Staff Scope of Services
2007
Spend Efficiencies +
2008
Process Efficiencies
2009
Candidate Quality =
Best Talent
to Achieve Mission
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
When reviewing this concept, this is a key page to debrief
Midwest and Florida do not have peopleclick but they do have an applicant tracking system.
Key functionality of the TAAC is providing prescreening of candidates; it should supplement the way recruiting is done to support recruiters. Takes those processes that are repeatable, administrative off division resources and into the TAAC. Benefits recruiting to become more proactive, have more time to focus on hiring and supporting management.
Also creates spend efficiencies through Career Builder.
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 50 45
Candidates 45 40 35 30 25 21 20 16 15 11 10 5 5
Inbox
Screened
Did Not Pass
Did Not Pass
Screening
Manager
Review
Hiring

18. TOP program for staff and volunteers

19. Talent Opportunity Program
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 Will:
Current Challenges
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.
If we can plan for the roles that have the high turnover, we can manage the turnover.

20. TOP Program Timeline Phase One Phase Two Phase Three Post TOP
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
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. Professionals Against Cancer
DRAFT
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).
PHASE ONE
PHASE TWO
PHASE THREE
POST TOP
1. Formal on-boarding process.
2. Assigned a staff or experienced volunteer partner.
3. Introduce to nationwide social community.
4. Develop a work plan with defined deliverables and expectations.
1. Assign mentor & coaching session #1.
2. Workgroup cross-functional learning experiences.
3. Nationwide TOP community event for networking opportunities.
4. Provide an ACS mission experience.
1. Volunteer career coaching sessions for succession planning.
2. On-line learning & development opportunity.
3. Introduce re-engagement plans.
4. Learn about the mentorship program.
5. Graduation
1. Mentor future TOP Volunteers.
2. Spokesperson for TOP Volunteer Program.
3. Help plan future TOP community events.
4. Future leadership opportunities.
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
Round tables
> Each table comes up with 1 question

25. Thank you!