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

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

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.

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.

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

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

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

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

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 2007 - 2008 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

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.

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

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

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.

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.

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

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

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

TOP program for staff and volunteers

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.

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

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.

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

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

Agenda for Today About American Cancer Society Talent Strategy Concept Talent Strategy Initiatives Your Questions Round tables > Each table comes up with 1 question

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