Improve Engagement by Driving a Development Culture Amy Freshman – Sr. Director, Global Workforce Enablement - ADP

Sandy Thomas – Sr. Director, Global Talent and Development - ADP

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Thank You for Joining Us!!!

Today’s Presenters

Amy Freshman Senior Director, Global Workplace

Enablement, ADP

Sandy Thomas Senior Director, Global Talent and

Development, ADP

Agenda:

• Why Does a Development Culture Matter?

• Best Practice Sharing:

– Career Growth and Development Journey at ADP

– Talent Review – Supporting the Development Dialogue

– Technology that Supports a Cultural Climate of Personal

Development

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Organizations & Associates – A New Workplace Contract

The Evolution of Work: The Changing Nature of the Global Workplace - 2016

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Growth & Development - More Important Than Ever

Becoming irresistible: A new model for employee engagement

Deloitte, Josh Bersin, January 2015

Invest in my career and my development if you want me

to be engaged!

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ADP: Global Human Capital Management Leader

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Attract, develop, reward, and retain leaders who get the

best out of people to delight our clients, impress our

investors, and engage our associates.

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ADP Development Culture Journey

Talent Planning

Career Growth and

Development

Innovative Technology

Drive Associate Experience and Engagement

Driving a Development Culture Workshop Amy Freshman – Sr. Director, Global Workforce Enablement - ADP

Sandy Thomas – Sr. Director, Global Talent and Development - ADP

8

Thank You for Joining Us!!!

Today’s Presenters

Amy Freshman Senior Director, Global Workplace

Enablement, ADP

amy.freshman@adp.com

Sandy Thomas Senior Director, Global Talent and

Development, ADP

sandy.thomas@adp.com

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Poll - Dialogue

• How many of you have a current focus on building a development

culture?

• Why is this development focus important for your business?

• What would a culture of development look like in your organization? What would you see/hear/feel?

• What are the key obstacles that you are experiencing to achieve success?

Talent Planning at ADP

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Aligning Development Activities to Strategy

What type of talent do we need?

When and where do we need it?

Strengths,

Gaps &

Plans

Operational &

Strategic Needs

What type of talent do we have?

What does our talent need?

Assessment &

Trends Talent Supply Talent Demand

Copyright © 2015 ADP, LLC. Proprietary and Confidential.

Focus on talent demand

– particularly long term needs as

this is one of the most difficult

areas to assess and align

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Tale

nt

Su

pp

ly

What Are We Developing Anyway? Tale

nt

Dem

an

d

Operational &

Strategic Needs

Near Term Implications (6-12 months)

Consider: Operational plans, structural changes, new and

exiting positions

Longer Term Implications (2-3 years)

Consider: New capabilities, trend of size/scope of organizations,

external changes

Assessments &

Trends

Organizational

Consider: Current capability levels, overall bench strength,

themes and patterns (e.g., turnover trends, challenges)

Individuals

Consider: Areas of strength and development needs, experience

needs, readiness, versatility, aspirations, retention risk

Consider:

Organizational

and individual

actions to close

gaps

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Assessing Our Talent

Potential

Career Aspirations

Versatility

Leadership Capability

Movement Readiness

Business Impact

Risk of Loss

Performance Talent Metrics

Individual Talent Perspective

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Driving Development Insights

• Development Actions: Organizational and Individual

• Expected Rate of Change and Movement Timing

• Implications of Movement by Associate Segment (First Line Manager, Leader of Leaders, Sr. Leaders

• Knowledge Transfer Considerations (Impact to Business)

• Engagement and Retention Hot Spots and Planning

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Best Practice Sharing

• What best practice do you have during your Talent

Planning cycle that supports a development culture?

• How could you apply this to your business?

• What “A-Ha!” did you take from this dialogue?

Career Growth and Development at ADP

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Associate Survey Results

Advisory Board Launch

Career Growth & Development Team Formed

Career Development Survey

Creation of the CG&D Philosophy & Framework

The CG&D Journey at ADP

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Starting our Engines…

Associates CareerDriver &

Learning opportunities

ADPworks collaboration

Leaders ‘How to’ career

conversations

Focus on Accountability

Organization Career

Discovery Events

Roadshow

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Social is a Jump Starter

• Peer to peer feedback vs. “HR” driven • Ideas and best practices

• Cross BU/Cross Functional Perspectives • Enterprise philosophies (Associate ownership with leader support)

• Resources and Tools

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Gamification is a Jump Starter

• Gamify Talent Review Preparation

• Inspire Career Conversations • Country by country visibility

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KPI’s and Metrics

Core Section Page Views Clicks % MTD Change Core Section Page Views % YTD Change

myCareer (main page) 13,192 11,513 -31.90% myCareer (main page) 141,855 11.60%

myCareer Roadtrip 968 1,314 -14.49% myCareer Roadtrip 14,368 -52.84%

Career Growth Philosophy 860 962 -29.16% Career Growth Philosophy 15,307 -32.58%

Career Driver 1,665 1,631 -31.57% CareerDriver 32,361 -38.26%

Driver's Education 1,309 1,341 -23.09% Driver's Education 26,433 -40.57%

Career Search 32,157 10,494 -0.94% Career Search 400,586 -3.67%

Career Paths 2,047 1,875 -12.93% Career Paths 28,127 -12.67%

Career Showcase 491 517 -19.11% Career Showcase 8,249 -28.57%

Managers' Career Resources 615 621 -5.53% Managers' Career Resources 7,154 3.16%

Associate Referrals 4,985 4,422 15.05% Associate Referrals 51,658 15.80%

myCareer Translations 457 443 -15.21% myCareer Translations 15,996 -65.72%

Total Associate % of

Associates Views Population

AVS 2,446 867 35%

Corporate/ES Group 19,560 3,743 19%

ES Sales 8,232 1,639 20%

GlobalView 1,557 302 19%

International 9,148 1,333 15%

Major Accounts 5,130 2,217 43%

National Accounts 6,097 2,108 35%

SBS/Retirement Services 2,741 1,201 44%

TotalSource 1,213 450 37%

TOTALS 56,124 13,860 25%

Page views = the total number of times the page was viewed.

Page views include visits that originate from anywhere in the ADP Portal or other internal ADP resources; not all visits to site content originates from the myCareer

site (the reason some site view numbers may exceed the total # of views of the myCareer page.)

Clicks = individual visitors to the page for a session; a session can have more than one click based on user activity i.e. refreshing browser, clicking forward or

backward buttons

myCareer Dashboard Legend

myCareer Site Business Unit Visits

myCareer Visits (August 2014 to July 2015)myCareer Visits (Month of July)

Career Growth & Development Dashboard July 2015

New Links

0

50,000

100,000

150,000

200,000

Ap

r-1

4

Ma

y-1

4

Jun

-14

Jul-

14

Au

g-1

4

Sep

-14

Oct

-14

No

v-1

4

De

c-14

Jan

-15

Feb

-15

Ma

r-15

Ap

r-1

5

Total Number of Clicks by Month

0

50,000

100,000

150,000

200,000

Jul-

14

Au

g-1

4

Sep

-14

Oct

-14

No

v-1

4

De

c-14

Jan

-15

Feb

-15

Ma

r-15

Ap

r-1

5

Ma

y-1

5

Jun

-15

Jul-

15

Total Number of Clicks by Month

Page YTD Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15

myCareer Road Trip Page Views 14,368 1,444 5,107 3,445 1,253 1,019 1,132 968

Clicks (Unique Views) 20,824 1,660 7,463 5,380 1,904 1,495 1,608 1,314

Activity #1 CG Dev Philosphy 6,055 671 2,695 1,612 382 231 248 216

Activity #2 CG Dev Framework 2,666 6 1,506 801 153 66 77 57

Activity #3 CareerDriver 1,974 0 1,009 698 101 62 65 39

Activity #4 Networking 979 184 548 93 71 47 36

Activity #5 Career Management Roles 360 171 71 54 40 24

Activity #6 Your IDP 365 61 115 66 62 61

Activity #7 Your Career Profile 433 12 142 106 109 64

Activity #8 Exploring Career Options 213 0 89 61 32 31

Activity #9 Gap Analysis 119 20 48 32 19

Activity #10 Buliding Key Relationships 155 0 37 79 39

Activity #11 Personal Branding 155 0 37 79 39

Activity #12 Stretch Assignments 84 84

Activity #13 Experience Log 84 84

Growth & Development remains one of the top

engagement drivers year after year.

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Best Practice Sharing

• What best practice would you like to share for Career

Growth and Development?

• Would this approach work for you? Why or why not?

• How could you apply this to your business?

• What “A-Ha!” did you take from this dialogue?

Innovative Technology at ADP

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How Do Good Leaders Behave?

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Broadening Perspective on a Leader’s Impact

A holistic view of a leader to help quantify effectiveness

ADP People Leader

Leader Compass

Associate Survey Results

Talent Reviews Performance

Appraisal Results

Network

Compass

Managers:

Focus on Performance

& Potential

Direct Reports: Focus

on

Leader Behavior

Stakeholders / Peers:

Focus on Relationship

Dynamics

Direct Reports: Focus

on

Climate

Managers:

Focus on Performance

& Biz Results

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The Leader & Network Compass Solution

• Enabling a continuous feedback loop to build people leaders’ awareness of the

quality of relationships and collaboration with direct reports and key

stakeholders in their network.

• Insights from others’ perspectives on key leader behaviors can be leveraged to

continually adapt or develop.

People

Leader

Leader Compass Upward Perspective

Direct

Reports

People

Leader

Network Compass Lateral Perspective

Key

Stakeholders Peers

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The Compass Methodology

1. Gather Feedback

2. Analyze the Report

3. Interpret and React to Results

4. Prioritize Areas of Focus

5. Follow Up With the Team

6. Take Action

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The Leader Compass Report

• Direct Report 1; Direct Report 2; Direct Report 3; Direct Report 4; Direct Report 5; Direct Report 6; Direct

Report 7; Direct Report 8; Direct Report 9; Direct Report 10; Direct Report 11; Direct Report 12

Reports include:

–Overall Score (Average of

Items)

–# of People Who Responded

–List of Possible Respondents

(Not Actually Respondents)

–For each item:

Average Score and

Distribution of Responses

–Verbatim Comments From All

Who Responded

• Verbatim Comment #1

• Verbatim Comment #2

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• Results Transparency: Provide results to organization (similar to associate engagement feedback) and message alignment to:

– Strengths and Opportunities

– Actions in flight to improve: Leadership Excellence in Major Account Services as an example

• Culture Innovation: “My One Thing” – Sr. Leadership share areas of focus and practice feed forward (virtual or in person)

• Culture Innovation: MAS Jam Sessions via ADPworks aligned by focus area hosted by Senior Leadership

Role Modeling a Development Culture

From: “Leadership is a Contact Sport” by M. Goldsmith & H. Morgan, strategy+business magazine (2004, Fall). Published by Booz & Company Reprinted with permission. www.strategy-business.com

Shar

ing

Imp

rove

s Pe

rcep

tio

ns

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Implementing a Personalized Development Approach

Leaders at all levels will get:

• Leader Compass & Network Compass Development Support – ADPWorks site, Development Guides, ADPcoach

• An opportunity to Personalize Learning Resources – Anytime access to leadership tips, articles, videos & online courses based on

personalized preferences

– Easy access to opportunities for additional development, internal & external

Identify

Develop

Assess

Mobilize

you

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Best Practice Sharing

• Do you have a technology best practice that supports a

development culture in your organization?

• Would this approach work for you? Why or why not?

• What “A-Ha!” did you take from this dialogue?

Thanks for joining us! Wishing you safe travels ahead!