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Anne Weisberg An Update for the Forte Foundation Best Practices Summit May 7, 2008 From Corporate...
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Transcript of Anne Weisberg An Update for the Forte Foundation Best Practices Summit May 7, 2008 From Corporate...
Anne Weisberg
An Update for the Forte Foundation
Best Practices Summit
May 7, 2008
From Corporate Ladder to Corporate LatticeMass Career Customization™*:
Mass Career Customization is a patent pending process.
2Copyright © 2008 Deloitte Development LLC. All rights reserved.
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The convergence of key trends is dramatically changing the talent marketplace…
Workforce in 2008 and
Beyond
Shrinking Pool of Skilled Labor
Evolving Expectations of Gen X and Gen Y
Changing Family Structures
Increasing Number of Women
Increasing Impact of Technology
Changing Expectations of Men
The workforce has changed,
but the workplace has not.
Copyright © 2008 Deloitte Development LLC. All rights reserved. 3
4Copyright © 2008 Deloitte Development LLC. All rights reserved.
5Copyright © 2008 Deloitte Development LLC. All rights reserved.
The Corporate Ladder is giving way to a Corporate LatticeTM model of how careers are built
Upward momentum
Integrated with talent
management systems
Corporate Ladder Corporate Lattice
• Traditional hierarchy• Singular path upward• Move up or stop moving• Work-versus-life balance• Fits more traditional
family structure• Assumes workers’ needs
remain consistent over time
• More conducive to evolving matrix structure
• Multiple paths upward• Move faster, slower,
change directions• Career-life fit• Adjusts as workers’
needs change over time
A Paradigm Shift is Already Underway
6Copyright © 2008 Deloitte Development LLC. All rights reserved.
The MCC profile depicts the employee's target level of contribution
PaceOptions relating to the rate of career progression
WorkloadChoices relating to the quantity of work output
Location/ScheduleOptions for when and where work is performed
RoleChoices in position and responsibilities
The Four Dimensions—and Interrelationships of—MCC
7Copyright © 2008 Deloitte Development LLC. All rights reserved.
• Recognizes that careers ebb and flow over time
• Provides a more fluid structure in response
• Institutionalizes framework/process
• Allows choices
• Makes trade-offs more explicit
• Provides greater transparency
• Extends the bounds and consistency of what’s acceptable
MCC is a new model for how careers are built and talent developed
8Copyright © 2008 Deloitte Development LLC. All rights reserved.
Interactive exercise at www.masscareercustomization.com/interactive.html
What’s your sine?
9Copyright © 2008 Deloitte Development LLC. All rights reserved.
Capital Markets
SoutheastAERS
FinancialAdvisory
Human Capital
Talent
Tax Chicago
Round 1 Pilots Round 2 Pilots
MCC Steering Committee
Recommends Roll-out
Deloitte piloted MCC from 2005-2007 and full implementation is well underway
June 2007
June 2006
June 2005
June 2008
PlannedRoll-out for remaining U.S.-basedemployees
June 2009
Pilot Phase Complete
Book Published
Strategy, Research & Innovation
Book Draft Complete
Roll-o
ut
Ph
ase
Pilot
Ph
ase
Roll Out PhaseRoll Out Phase
10Copyright © 2008 Deloitte Development LLC. All rights reserved.
A critical element of our approach is embedding MCC in our annual talent cycle
Goal Setting:Set annual goals reflective of MCC
Profile
Goal Setting:Set annual goals reflective of MCC
Profile
Mid-Year:Review performance against annual goals
reflective of MCC
Profile
Mid-Year:Review performance against annual goals
reflective of MCC
Profile
All employees have an MCC Profile, all the time
The MCC Profile depicts planned overall contribution to the business
MCC provides a framework for on-going employee-manager dialog about career-life fit
The employee’s current level of contribution, as depicted in MCC Profile:
• Shapes annual goals
• Provides context for performance evaluation
• Informs deployment decisions
On-going: Review and revise MCC
Profile as needed
Year-End:Assess
performance against annual
goals reflective of MCC
Profile
Year-End:Assess
performance against annual
goals reflective of MCC
Profile
Career-Life Fit
11Copyright © 2008 Deloitte Development LLC. All rights reserved.
Primary MCC metric categories
• Voluntary and high-performer tenure trends
• Reason for leaving trends• Self-reported estimate of expected
tenure
• Voluntary and high-performer tenure trends
• Reason for leaving trends• Self-reported estimate of expected
tenure
RetentionRetention
• Perceived improvements to counseling conversations
• Perceived improvements to counseling conversations
Quality and Frequency of
Career Conversations
Quality and Frequency of
Career Conversations
• Attitudes regarding satisfaction and loyalty
• Attitudes regarding satisfaction and loyalty
CommitmentCommitment
• HR Analytics• MCC Survey • Exit Interviews • Employee Survey
• HR Analytics• MCC Survey • Exit Interviews • Employee Survey
• MCC Survey• MCC Survey
• MCC Survey• Employee Survey• MCC Survey• Employee Survey
Sample MeasurementsSample MeasurementsMetric Category
Metric Category SourcesSources
• Utilization trends and results• Utilization trends and resultsUtilizationUtilization
• Analysis of cost savings• Net present value model• Analysis of cost savings• Net present value model
FinancialBenefitsFinancialBenefits
• Utilization tracking• Utilization tracking
• Financial Business Case
• Financial Business Case
Talent BrandEnhancementTalent BrandEnhancement
• Media mentions, speaking engagements, articles, etc.
• Media mentions, speaking engagements, articles, etc.
• External eminence monitoring
• External eminence monitoring
12Copyright © 2008 Deloitte Development LLC. All rights reserved.
Our MCC pilots and implementation waves provide rich learnings
Ensuring continued client value and satisfaction
Quantifying the impact of MCC on various talent models
Supporting a cultural shift in acceptability of career customization
Improving practitioner satisfaction and commitment
Increasing retention of high talent
Creating a sustainable, scalable model
OBJECTIVES
13Copyright © 2008 Deloitte Development LLC. All rights reserved.
Our MCC pilots and implementation waves provide rich learnings (cont’d)
Objectives
Client satisfaction
Quantify impact
Support cultural shift
Improve satisfaction
Increase retention
Create scalable model
Learnings
No negative impact on client service
More consistent and robust conversations
Positive correlation between MCC and retention
The dial-down floodgates did not materialize
Increased window into those who want to accelerate growth (“dial-ups”)
MCC is scalable
Integrating MCC with performance management is the ‘moment of truth’
14Copyright © 2008 Deloitte Development LLC. All rights reserved.
MCC is a lot about more and richer conversations
Consolidated Results for Initial Implementations
13%13%
30%30%
Total respondents
Had a conversation about dialing up or dialing down
Received approval to dial up / dial down
100%100%
After understanding trade-offs, elected to move ahead with dial
up / dial down request
9%9%
72% approval rate
15Copyright © 2008 Deloitte Development LLC. All rights reserved.
MCC’s value proposition
MCC’s greatest worth is its option value—the psychic comfort afforded by the ability to customize the levels of career engagement as
priorities change over time.
16Copyright © 2008 Deloitte Development LLC. All rights reserved.
Learn more at www.masscareercustomization.com
About DeloitteDeloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, its member firms and their respective subsidiaries and affiliates. Deloitte Touche Tohmatsu is an organization of member firms around the world devoted to excellence in providing professional services and advice, focused on client service through a global strategy executed locally in nearly 140 countries. With access to the deep intellectual capital of approximately 135,000 people worldwide, Deloitte delivers services in four professional areas, audit, tax, consulting and financial advisory services, and serves more than 80 percent of the world’s largest companies, as well as large national enterprises, public institutions, locally important clients, and successful, fast-growing global growth companies. Services are not provided by the Deloitte Touche Tohmatsu Verein and, for regulatory and other reasons, certain member firms do not provide services in all four professional areas.
As a Swiss Verein (association), neither Deloitte Touche Tohmatsu nor any of its member firms has any liability for each other’s acts or omissions. Each of the member firms is a separate and independent legal entity operating under the names “Deloitte”, “Deloitte & Touche”, “Deloitte Touche Tohmatsu” or other related names.
In the United States, Deloitte & Touche USA LLP is the U.S. member firm of Deloitte Touche Tohmatsu and services are provided by the subsidiaries of Deloitte & Touche USA LLP (Deloitte & Touche LLP, Deloitte Consulting LLP, Deloitte Financial Advisory Services LLP, Deloitte Tax LLP, and their subsidiaries), and not by Deloitte & Touche USA LLP. The subsidiaries of the U.S. member firm are among the nation’s leading professional services firms, providing audit, tax, consulting, and financial advisory services through nearly 40,000 people in more than 90 cities. Known as employers of choice for innovative human resources programs, they are dedicated to helping their clients and their people excel. For more information, please visit the U.S. member firm’s Web site at www.deloitte.com
Copyright © 2008 Deloitte Development LLC. All rights reserved.