S_US HR Reboot 2.0 _DEVELOPMENT PILLAR

SERVICES FOR THE UNDERSERVED HUMAN RESOURCES 2.0 REBOOT: DEVELOPMENT PILLAR 1

THE JOURNEY CONTINUES

HR RESOURCES REBOOT 2.0 [4/18/22] S:US Strategic Goal #3 - Human Resources: Create a work environment which embodies the organization’s commitment to innovation, improvement, continual learning, professional growth and personal wellbeing.

2

HUMAN RESOURCES PILLARS In April 2022 HR 2.0 Reboot was launched with broad stakeholder input and feedback: 4 Pillars.

3

S:US STAFF SURVEY FEEDBACK: PROPOSED NEW DEFINITION

We aim to foster an environment where giving and receiving feedback is built into the employee life cycle and a culture in which we can freely engage in feedback sessions that are shorter in length but have a longer lasting impact, ultimately driving growth and development.

4

WHY FOCUS ON EMPLOYEE DEVELOPMENT • Align employee development with S:US needs • Manage ongoing skills shortages and improve the skills of our staff • Promote diversity, equity, and inclusion • Promote a culture of learning, development, and engagement • Develop a more agile workforce able to better handle change • Increase staff retention and decrease turnover

5

WHAT DOES THE DATA SHOW?

6

CREATE A COACHING CULTURE: WHY HAVE A COACHING CULTURE?

7

SHIFT FOCUS TO A COACHING MINDSET

8

S:US STAFF SURVEY FEEDBACK: PROPOSED NEW DEFINITION Coaching occurs when one person—typically a manager or another staff person with identified expertise—helps another staff person grow personally and professionally, enhancing their ability to learn, adapting to their work colleagues and environment and making the best use of their skills. It is a manager’s responsibility to find the best way to coach all their staff.

9

RECOMMENDATIONS

10

WHAT THE RESEARCH SHOWS… Over one-third (35%) of new employees cite development opportunities as one of the most important factors in accepting a new position.

McLean & Company New Hire Database, 2021

39% of employees cited a lack of opportunities for career-related skill development as a moderate, major, or primary reason for leaving their organization.

McLean & Company Exit Database, 2021

11

CAREER DEVELOPMENT: WHY IS CAREER DEVELOPMENT IMPORTANT?

12

A FEW OBSERVATIONS • Coaching and performance management should be linked to career development.

• Jobs should be posted internally for staff first before announcing to the general public.

• Training is needed along the way to upskill staff.

• Current processes and technologies are not leveraged effectively to fully track skills/competencies/credentials and manage performance.

• Internal mobility process needs to be streamlined and transparent.

13

EMPLOYEE VALUE PROPOSITION… We are committed to enhancing the lives of our staff and helping them grow personally and professionally by fostering an environment that promotes internal professional growth, continuous learning and career development tying back to our core values.

14

SKILLS REPOSITORY A skills inventory keeps track of internal skills to inform organizational priorities

A skills inventory helps guide the following organizational priorities: ➢ Workforce Planning: Detects skills gaps and determines whether the current workforce has the required skills to support organizational goals. ➢ Career Pathing: Provides employees with information on common skills in potential future roles to inform their development. ➢ Learning and Development: Suggests development opportunities based on an employee’s existing skill proficiencies and career aspirations. ➢ Succession Planning: Determines which employees have the skills to fill the organization’s critical roles and if any development areas must be focused on to prepare employees for these roles. ➢ Project/Team Composition: Informs which employees to include in a project team based on what the project requirements are and who has the appropriate skills.

According to the McClean & Company Trends Survey report in 2020, despite all of these benefits 15 32% of organizations are not creating a skills inventory.

CAREER PATHING SUPPORTS TALENT MANAGEMENT

16

PERFORMANCE MANAGEMENT ROADMAP NEXT STEPS:

17

CAREER PATHING ROADMAP NEXT STEPS:

18

INTERNAL MOBILITY: WHERE WE WANT TO BE • Are employees aware of their upskilling and internal mobility options and how they can pursue them?

• Are employees supported if they want to pursue an internal move?

• Are managers encouraged and incentivized to promote internal mobility and regularly discuss this option with their reports?

• Are HR staff empowered to pursue internal candidates, and do they understand which skills exist within the internal talent pool?

19