Transitioning from School to Work

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Making Your Mark: Transitioning from School to Work

featuringRoderick Lewis

Hosted by: Career Advisors on Demand..com/webinars

http://www.evisors.com/webinars/webinar/60



Making Your Mark:Transitioning from School to Work

I. About RoderickII. Know Your Value-AddIII. The Workplace EnvironmentIV. 7 Traits for Selecting Target EmployersV. Q&A





About Roderick

• Holds an MBA from The Georgia Institute of Technology

• Multilingual consultant with global experience and expertise in Talent Management and Employer Branding

• HR Consultant in Corporate America focusing on International Recruiting and Diversity & Inclusion

• Former MBA Career Consultant in US and European Business Schools

• Author of the upcoming books, “Don’t Waste Time Applying Online” and “Journey To The Hiring Manager”

• Started his own consultancy, Voice of the Job Seeker, to train, educate, and advise job seekers and organizations on how to effectively improve the recruitment process






I. About Roderick

II.Know Your Value-AddIII. The Workplace EnvironmentIV. 7 Traits for Selecting Target EmployersV. Q&A






I. About RoderickII. Know Your Value-Add

III.The Workplace EnvironmentIV. 7 Traits for Selecting Target EmployersV. Q&A






I. About RoderickII. Know Your Value-AddIII. The Workplace Environment

IV.7 Traits for Selecting Target Employers

V. Q&A

Hosted by:See the rest at evisors.com/webinars/webinar/9



Trait #1: Employee Engagement Report

IntelSelected Organizational Health Survey Results

2010 2009 2008 2007I am proud to work for Intel 85% 82% 83% 75%

I would recommend Intel as a great place to work

80% 74% 73% 61%

My job makes good use of my skills/strengths

76% 74% 74% 70%

I have the flexibility to balance the needs of my work and personal life

79% 77% 77% 72%

I hope to continue working at Intel for another 5 years or more

75% 77% 76% 67%

Open and direct communication is practices effectively in my work group

78% 77% 78% 74%

In my business group, innovation and creative thinking are actively encouraged

76% 73% 73% 70%

At Intel, I am treated with dignity and respect

83% 85% 85% 83%

Cisco

Pulse survey results Category 2010 scores 2009 scores

Employee Engagement Index 82 87

Collaboration 85 86

Respect for People 82 83

Communication 79 77

Organizational Alignment 79 82

Inclusion Index 78 79

Innovation and Excellence 77 78

Manager Index 77 NA

Development 72 73

Recognition 65 66




Trait #2: Work-Life Balance

Intel:Special Leave Programs1. 4,627 employees took sabbaticals, returning refreshed and

revitalized.2. 603 female employees used our Pregnancy Leave benefit. 3. 148 employees used our Personal Leave program.

Hewlett-Packard:Work-Life Balance4. Approximately 60% of employees work at the same site as their

manager, and the other 40% are managed by leaders who work with them in a virtual environment.

5. 80% take advantage of HP's flexible work environment.6. 15% work full time from home.




Trait #3: Volunteering & Social Investments

Volunteeering2010 2009 2008 2007

Number of employee volunteers 34,774 36,476 37,023 25,88Number of volunteering grants given 5,738 2,418 2,644 1,815Bank hours to support employee volunteering activities 208,336 157,78 154,813 94,746Employees' personal hours given to support Barclays volunteering activities

150,573 109,131 100,818 68,935

Community Investment2010 2009 2008 2007

Employees receiving support for fundraising, volunteering and giving

62,118 58,415 57,361 43,718

Charities supported by Barclays 8,214 7,727 6,918 7,14

Total community investment£55.3m £54.9m £52.2m £52.4m

Barclays




Trait #4: Career Mobility & Development

L’Oreal:1. 752 employees from 49 countries were on long-term international

assignments in 57 different countries – a 13% increase on 2009. 2. Of these employees, 34% were women and 15% were under the

age of 30. 3. 40 employees transferred abroad to bring expertise to other

countries, mainly for manufacturing projects, for short-term assignments of up to 12 months.

Performance indicators2008 2009 2010

Repsol staff (number)(1) 36,302 33,633 36,323People Review (number) 3 1,968 3,712Repsol staff receiving performance evaluations (percentage) 36 39 44Internal mobility transfers (number) - 5,316 5,892Employees who telework (number) 130 516 691

Repsol:




Trait #5: Diversity & Inclusion

Total, S.A.:2010 U.S. workforce demographics [as a percentage of total]

Male Female WhiteAll minorities

Black Hispanic Asian

Native Hawaiian or Other Pacific Islander

Two or more races

Native American

71.49% 28.51% 83.02% 16.98% 3.88% 4.61% 7.97% 0.00% 0.14% 0.37%

67.13% 32.87% 76.02% 23.98% 5.18% 4.78% 13.11% 0.07% 0.34% 0.50%

77.52% 22.48% 69.93% 30.07% 14.49% 6.82% 6.97% 0.26% 0.76% 0.78%

61.53% 38.47% 71.89% 28.11% 6.65% 14.90% 2.78% 0.17% 3.20% 0.42%

17.85% 82.15% 66.13% 33.87% 16.62% 7.96% 7.47% 0.27% 0.74% 0.80%

49.74% 50.26% 61.78% 38.22% 13.61% 10.47% 13.09% 0.00% 0.00% 1.05%

49.11% 50.89% 48.82% 51.18% 14.5% 22.93% 13.17% 0.00% 0.15% 0.44%

65.57% 34.43% 75.30% 24.70% 6.78% 5.45% 11.43% 0.09% 0.42% 0.53%

* Subtotals may not add up exactly to total due to rounding.

Laborers

Total: 0.77%Total

Total: 100.00%*

Sales workers

Total: 1.35%Office and clerical

Total: 5.83%Operatives (semi-skilled)

Total: 0.22%

Officials and managers

Total: 11.24% Professionals

Total: 70.19% Technicians

Total: 10.41%

Hewlett-Packard:




Trait #6: Web 2.0 Technologies

National Instruments:

NI Talk has been extremely successful. In 2010, NI sought to help employees collaborate more efficiently across teams worldwide. At the request of Phil Hester, senior vice president of R&D, several collaboration tools were tested and evaluated. In May, the company selected a tool called Social Business Software from Jive, internally branded as NI Talk. In the first nine months of use, NI Talk had more than 3,200 users, more than 1,700 groups, 15,589 documents, and 7,119 discussions generating more than 26,000 responses.

NI Talk added collaboration tools to the company's already robust intranet site known as NIWeb. NIWeb houses information about groups across the company such as frequently asked questions, contact names, and processes. Significant facts about NIWeb include the following: • More than 85,000 unique pages• Approximately 160,000 visits to NIWeb search each month• Exactly 339,354 unique page views in just one month• 21,576 new pages created in 2010




Trait #7: Recognition & Compensation

Intel Quality Award (IQA)IQAs are given annually to a few Intelorganizations that have made long-termcommitments to operational excellence andhave demonstrated performance to Intel Values.Organizations complete applications that arepresented to a panel of executive judges, whoselect the winners. Winning organizations areexpected to act as role models and mentorsfor groups that subsequently enter the IQAapplication process.

Intel Achievement Award (IAA)The IAA is the company’s highest honor forpersonal and small-team accomplishments. Lessthan one-half of 1% of all employees receivean IAA each year. Winners are rewarded withcompany stock and an invitation to a banquethosted by Intel President and CEO Paul Otellini.

Spontaneous Recognition Award (SRA)Spontaneous recognition can be given at anytime to show appreciation to a peer, subordinate,or manager, and may include cash, a gift card, orother reward.

Division Recognition Award (DRA)DRAs recognize employees for reachingcritical milestones or completing projects that demonstrate a strong commitment to Intel Values. DRAs are presented to employees in front of their peers at quarterly Business Update Meetings.

Intel:




Trait #7: Recognition & Compensation

Unilever:

Pay for performance

There are two ways to increase your overall package.The first is an annual bonus based on personal and business performance.• “Rewards both our collective success and your individual contribution to it. And the amount can be significant.”The second depends on your level and reflects sustained performance. It comes in the form of shares which will give you a real stake in the future success of the business. • “In fact, we consider it critical that senior managers build a substantial holding in order to align their interests with those of our shareholders.”




Questions & Answers

Question 1:

Which important technology tools would you recommend?

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Questions & Answers

Question 2:

Are there any common struggles you have noticed while transitioning from school to work?

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Thanks for Joining!

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Transitioning from School to Work

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Transcript of Transitioning from School to Work