CLC Preparing Your Employment Value Proposition

CLC Human Resources
Preparing Your Employment

Value Proposition for 2013
Three Strategies for Attracting and
Retaining Talent
A Framework for Member Conversations

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ROADMAP
Current State
of the EVP
Three Winning
EVPStrategies
HR Resources
Note: This report presents global EVP trends based primarily on analysis of CLC HRs Global Labor Market Survey, including EVP data from the following 28 developed and
developing economies: Australia, Belgium, Brazil, Canada, China, Denmark, Finland, France, Germany, India, Indonesia, Italy, Japan, Malaysia, Mexico, Netherlands, New Zealand,
Norway, The Philippines, Russia, Singapore, South Africa, South Korea, Spain, Sweden, Switzerland, United Kingdom, and the United States.
2012 The Corporate Executive Board Company.

All Rights Reserved.CLC2620212PRO
For the first time

since 2006, the highly
entrenched global
workforce has started
looking more actively
fornew jobs.
LABOR MARKET THAWING

Percentage of Employees, by Degree of Job Search Behavior1
Advantages of Passive Candidates
60%
9% higher performing as new hires

25% more likely to stay as new hires
Organizations must
increasingly build a forwardlooking employment value
proposition (EVP) strategy
with offensive (attraction)
and defensive (retention)
elements to get ahead of
cyclical workforce trends.
50%
44% Passive
39%
40%
32%
31% Neutral
29%
26%
30%
Active
20%
10%
0%
Q4
2009
Q2
2010
Q4
2010
Q1
2011
Q2
2011
Q3
2011
Q4
2011
Q1
2012
Q2
2012
Q3
2012
CLC HR Resource
Q3 2012 Active or Passive Mix by Region
Creating a Passive Candidate

Recruiting Strategy
Region
Read this brief to develop a

recruiting strategy that helps
you locate, contact, and convert
passive candidates.

Percentage Passive
Percentage Active1
Latin America
31%
35%
APAC
43%
25%
North America
44%
26%
EMEA
47%
24%
The remaining percentage for each region is neutral (i.e., neither highly passive nor active).
Delivering a strong
EVP can result in positive
financial firm impact.
Organizations with a
strong EVP experience
a 50% decrease in the
compensation premium
required to attract
employees and an 11
percentage point decrease
in their annual turnover.
These differences
amount to real financial
impacta strong EVP
can save a moderately
sized organization nearly
$13million per year.
CLC HR Resource
Define the Vision for a
Differentiated EVP
Use this portal to assess your
need for a differentiated
EVP and better understand
the preferences of current
employees and top talent.
A STRONG EVP IMPACTS THE BOTTOM LINE

Compensation Premium Required
to Hire Employees
The Five EVP Categories
Annual Turnover
21%
16%
11%
Rewards
Rewards
People
People
Poor EVP
Delivery
Strong EVP
Delivery
Work
Work
5%
Organization
Organization
Opportunity
Poor EVP
Delivery
Strong EVP
Delivery
Attraction Savings
Turnover Cost Savings
$2,600,000 per Year
$10,250,000 per Year
The amount an organization that hires 500

employees per year with an average salary of
$50,000 would save in compensation premium
due to their strong and attractive EVP
The amount an organization with 5,000

employees with an average salary of $50,000
would save on turnover costs due totheir
strong EVP

Employees and their

organizations continue
to undergo major change,
and executives are unsure
whether or how to adapt
their EVP strategy.
CONTINUED CHANGE CAUSING WORKFORCE

MANAGEMENT PAIN
Percentage of Employees Anticipating Substantial Change in the Next Six Months1
67%
Four years after the

tumultuous global economic
events of 2008, nearly
half of employees globally
still anticipate major
organizational changes.
54%
Most organizations are under

pressure to adapt their EVP
strategies to better attract
and retain employees.
2009
2H 2010
48%
47%
48%
1H 2011
2H 2011
1H 2012
Organizational Volatility Is the New Normal

The world is changing. If you
dont transform your company,
youre stuck. You would be underusing your assets if you dont
figure out a way to become more
relevant as the world transforms.
CLC HR Resource
EVP Design Center 3.0
Use this online data-based
tool to determine which EVP
attributes drive attraction and
attrition for employees in a
specific industry, region, or
function.

Ursula Burns
CEO
Xerox2
Organizations Struggling to Adapt EVP

toAttract and Retain Employees
Many business leaders have
plans to add new employees
to their organizations[but] they
also have to consider how their
decisions during the financial crisis
have impacted job satisfaction and
loyalty of their current staff.
Matt Ferguson
CEO
Careerbuilder.com3
Percentage of employees anticipating at least one of the following events to occur over the next six months: layoff of team members, significant
organizational restructuring, pay freeze, change of a senior leader, and change of direct manager.
NPR Staff, Xerox CEO: If You Dont Transform, Youre Stuck, NPR, 23 May 2012, http://www.npr.org/2012/05/23/153302563/xerox-ceo-if-you-don-ttransform-you-re-stuck.
Ferguson, Matt, Employers Preparing for Post-Recession Job Market, California State University, 2010, http://www.csustan.edu/cbassc/documents/
BusinessNewsFA10-2.pdf.
Amid constant change,

employers are still failing
to effectively deliver on
their EVP strategy.
POTENTIAL CAUSES FOR LASTING

EVP DISSATISFACTION
Most Employees Still Dissatisfied with EVP Delivery
Since 2006, EVP delivery

satisfaction has reduced
by 24%.
Percentage of Employees Satisfied with EVP Delivery in Their Organization

51%
Given continued
dissatisfaction with the EVP,
CLC HR set out to determine
the key trends in the EVP
that HR professionals must
deliver on to better attract
and retain employees.
39%
37%
2006
2009
2012
What are the key global trends in the EVP?
CLC HR Resource
Employment Value Proposition
Topic Center
Use this topic center to learn
more about how to manage
your EVP.
Key
Questions
How is the EVP

different now due to
the global financial
downturn?
What EVP trends

have reverted to predownturn levels?
What are the

permanent shifts in the
post-downturn EVP?

Key trends in the top drivers of attraction and retention
Career Paths (Still) Key to

Attraction and Retention
2006
2009
Top Half of EVP Attributes

2012
Career paths continue to be of great

importance, as future career and
development opportunities have
consistently ranked as top attraction
and retention drivers over the last
several years.
Total Rewards Return

2
toImportance
2006
2012
2009
Total rewards decreased in importance

for attracting and retaining talent
in 2009 but have recently seen an
increase in importance.
2012 Attraction
Drivers1
2012 Attrition
Drivers2
Compensation
40%
36%
Stability
34%
15%
Respect
34%
29%
WorkLife Balance
33%
30%
Location
26%
15%
Future Career Opportunity
25%
44%
Development Opportunity
21%
26%
Recognition
19%
31%
EthicsIntegrity
18%
13%
Vacation
16%
9%
Health Benefits
15%
8%
Collegial Work Environment
14%
6%
Product-Service Quality
14%
7%
Coworker Quality
14%
10%
Job-Interests Alignment
12%
15%
Retirement Benefits
12%
5%
People Management
12%
36%
Manager Quality
12%
31%
Camaraderie
11%
5%
Percentage of employees who chose the attribute as one of the five most important when evaluating an employer.
Percentage of former employees who chose the attribute as one of the five attributes with which they were most dissatisfied with their former employer.
PeopleNot Management
Increasingly Important
The importance of peers to attracting

and retaining employees has risen
steadily since 2006
2012
2009
2006
whereas management has become

relatively less important in recent years.
2006
2009
2012

GET AHEAD OF THE TRENDS WITH THESE THREE WINNING EVP STRATEGIES
Key Trends in the EVP
Winning EVP Strategies
1. B
roken career paths
are driving employee
attrition.
Instead of increasing promotion rates, realign career paths by

providing a breadth of development opportunities that are
valuablepost employment.
2. T
otal rewards once again
are important to the EVP.
Rather than invest more capital in your benefits package, focus

yourefforts on clearly communicating the options already available
to your employees.
3. P
eersnot managers
play greater role in
attraction and retention.
Stop using management as the primary workforce management

filter; instead empower peers to drive employee engagement and
retention.

ROADMAP
Current State
of the EVP
Three Winning
EVPStrategies
Rebuild Broken Career Paths
Increase ROI of Total Rewards
Build a People Brand
HR Resources

10
Employers adapted
their organizational
structure and job
responsibilities to
cope with economic
volatility in 2009,
resulting in broken
career paths.
I. R
EBUILD BROKEN CAREER PATHS TO AVOID
TURNOVER
Organizational Volatility Peaked in 2009
Percentage of Employees Who Experienced
Change Over the Last Year
Increased Change Connected to Greater

Career Path Dissatisfaction
Percentage Satisfied with Future Career
Opportunities
37%
50%
Nearly half of employees

experienced significant
organizational restructuring,
change in job responsibilities,
and change in direct manager
in 2009, derailing previously
defined career paths.
Although these adjustments
were necessary at the time,
organizations failed to realign
their employees career paths.
Most organizations try to
demonstrate upward mobility
through fast promotion rates.
23%
0%
Q4
2009
Q2
2011
Q3 Q4
2011
2011
Q1
2012
Q2
2012
No Change
High Degree of
Change1
Most Organizations Responding by

Increasing Promotion Rates
Employees today get frustrated easily
with how long it takes to move up a
career ladder. To keep our high-potential
employees in house, we have increased
promotion rates and even added levels
within the organization to meet their
needs for recognition.
CLC HR Resource
Career Pathing Strategies
Read this research brief to
learn about how leading
organizations position and
execute career pathing
strategies.
Chief HR Officer
Global Pharmaceutical Organization

= 38%
Employees who have experienced at least three high-magnitude organizational changes over the last six months (e.g., layoff of team
members, significant organizational restructuring, pay freeze, change of a senior leader, and change of direct manager).
Develop a People Brand
11
Promotions are expensive

and less likely in times
of continued economic
uncertainty.
PROMOTION EXPECTATIONS WANING

Anticipated Time to Next Promotion Rising
Average Number of Years Expected Until Next Promotion
Employees have adjusted

their promotion expectations
globally due to the global
economic slowdown,
anticipating that their next
promotion will take 26%
longer than they did in 2009.
In most major regions,

employees expect
promotions to take longer
than they did in 2009.
3.85
3.43
3.05
Q4 2009
Q4 2010
Q4 2011
Regional Breakdown of Anticipated Time-to-Promotion Trends

Average Number of Years Expected Until Next Promotion
CLC HR Resource
Maximizing On-the-Job
Experiences for Development
During Business Downturns
Read this brief to learn how
to, despite volatility, invest
in development to retain and
build the skills of key talent.

5.0
Latin America
4.5
APAC
North America
4.0
EMEA
3.5
Australia and New Zealand
3.0
2.5
2.0
Q4 2009
Q4 2010
Q4 2011
12
Development
opportunities satisfy
employees desire
for growth without
spending more on title
and pay increases.
PROVIDE DEVELOPMENT, NOT JUST PROMOTIONS

Drivers of Career Path Satisfaction
Maximum Impact on Future Career Opportunities Satisfaction
Employees are seeking

opportunities that expand
their skill set and enable
them to be productive
in future roles.
26%
15%
14%
Increased promotion
trajectory has only an
8% impact on career
path satisfaction.
8%
5%
5%
5%
0%
Upskilling
Breadth of
for Future
Opportunities
Employment
Percent
Effective

21%
16%
Structured
Career
Paths
Fast
Promotion
Trajectory
Organizational
Support
MeritBased
Promotions
Strong
Internal
Labor
Market
Career
Empowerment
18%
19%
17%
21%
18%
21%
13
Chubb creates
realizable career paths
for employees by basing
job matches on roles and
empowering employees
to take advantage of
opportunities along
their career paths.
Job matches are based

on similarity with current
role, rather than employee
interests only, to ensure
that matches are realistic
and actionable.
Success stories provide
real examples of how
other Chubb employees
have achieved their career
goals, building employee
interest and confidence
in role-based matches.
Role availability updates
put targeted information
directly in the hands of
employees, eliminating
the need for employees
to rely solely on their
managers to pursue
their goals.
Chubbs Realizable Career Paths
1. Assimilate Role-Based and Interest-Based Career Paths

Role-based career paths provide employees with potential roles that are realistic and actionable by
filtering matches based on similarity to and distance from an employees current role, rather than
identifying career paths solely based on employees interests.
2. Build Enthusiasm and Confidence Around Role-Based Opportunities Through Employee

Success Stories
Success stories provide real examples of how other Chubb employees have achieved their career
goals, helping employees make better-informed career decisions and more clearly understand how
to pursue different opportunities.
3. Enable Employees to Independently Pursue Available Opportunities

Automatic notifications provided directly to employees ensure that they can pursue identified
opportunities independently without relying on their manager to facilitate the process.
Source: CLC HR, Realizable Career Paths (The Chubb Corporation), Arlington: VA, The Corporate Executive Board Company, 2010.

14
Employees preferences
for total rewards returned
toand exceededpreglobal downturn levels
as satisfaction declined.
II. R
EALIZE THE FULL VALUE OF TOTAL REWARDS
INVESTMENTS
Trends in Importance of Total Rewards to Attraction
Ranking of EVP Attribute in Importance as a Driver of Attraction
Employees are more

concerned with the
employers benefits
offerings now than they
were in the heart of 2009s
global economic turmoil.
In response, many employers
are looking to enhance their
total rewards package; tight
budgets, however, combined
with inflated expectations
globally for merit increases,
hinder organizations ability
to expand their total rewards
packages.
Most
Important
Health Benefits
Retirement Benefits
Vacation
Least
Important
2006
2009
2012
Employees Expect More Than Is Available in Merit Increases

Actual Merit Percentage Increase Budgets Versus Employee Expectations of Merit Increases
4.8%
4.4%
Employees Expected
Base Salary Increase
3.4%
3.3%
Actual Global Base Salary

Increase Budget
CLC HR Resource
Design Benefits Plans Topic
Center
how to design, implement,
andcommunicate your
benefitsplan.
2011

20121
Percentage as of Q3 2012.
15
Employees are
currently receiving too
little information about
their total rewards package
from their employer.
TOTAL REWARDS TRANSPARENCY PAYS OFF

Amount of Compensation Information
Received from Employer
Pay Transparency Increases Retention
= 52%
36%
Enough
Information
64%
Too Little
Information
Those who receive adequate

compensation information
from their employer are
52% more likely to remain
with the organization than
those who receive too little
compensation information.
Intent to Stay with the

Organization
Given tight budgets,

most cannot spend more
on benefits; focus instead
on clearly communicating
the breadth of options
available to employees.
Too Little
Compensation
Information
Enough
Compensation
Information
CLC HR Resource
Implement and Communicate
Pay and Benefits Plans
Use this topic center to
improve your total rewards
communication strategy.

Index
IncreaseTransparency
ROI of Total
Rewards
16
Increase total rewards

transparency through
improved total rewards
communication.
Follow these top five

communication principles
to improve total rewards
transparency and employees
pay perceptions.

ACHIEVE TRANSPARENCY THROUGH TARGETED

COMMUNICATION
1. Develop a total rewards brand.
Only 41% of organizations have established a consistent

brand for their total rewards communications.
2. Prioritize source and content.
Source and content account for almost 80% of

communication's effect on employees' perceived
compensation process fairness.
3. Focus on the basics.
Communications of basic topics, including linking

compensation to future organizational strategy, describing
performance criteria, and aligning performance with
organizational goals, will improve perceived compensation
process fairness.
4. Quantify the value

of intrinsic rewards.
Organizations should emphasize intrinsic rewardssuch

as vacationby describing, personalizing, and/or quantifying
their value to employees.
5. Highlight the organizations

contribution.
Using total rewards statements or other communications

to outline employer contributions gives employees a fuller
picture of your organization's EVP, which can increase
appreciation of rewards.
17
Peers are now a key

driver of all aspects
of the EVP.
III. Develop A PEOPLENOT JUST MANAGEMENT

BRAND
Since 2006, the power of

peers has risen as a driver
of engagement and turnover.
Trends in Attraction Rankings: The People Category, 20092012
More recently, peer-related

EVP drivers have also
increased in importance
to attracting candidates,
whereas managementrelated EVP drivers have
decreased in importance.
Use the rising power of
peers to attract and retain
top talent in the new,
increasingly networked
workforce.
People
Change in EVP Attraction

Rank
CLC HR Resource
2009 Rank
2012 Rank
Collegial Work Environment
15
12
Coworker Quality
21
14
Camaraderie
16
35
19
People Management
(5)
12
17
Manager Quality
(12)
18
The Power of Peers

Read this study to learn how
to drive peer interactions that
enable effective completion
of work and drive employee
engagement.

18
To increase peer
interactions in your
organization, enable work
through peer interactions
instead of simply building
camaraderie.
ENABLE EMPLOYEES THROUGH PEERS

Maximum Impact of Peer Drivers on Employee Engagement
The strongest peer-related

drivers of employee
engagement facilitate
productivity and are more
meaningful to employees
and employers alike than
camaraderie-building drivers.
Most Important: Work-Enabling Peer Interaction
Least Important: Camaraderie Building
Translating goals into day-to-day

work
Providing informal feedback
Participating in social events
Participating in work-sponsored
volunteer activities
Attending company celebrations
Providing career path information
CLC HR Resource
Use Peers to Drive Engagement
Use this topic center to better
support peer efforts to engage
employees.

19
Managers should provide

this discussion guide to
their teams to help them
determine how to best
support organizational
goals through their dayto-day work.
Managers may or may not

choose to participate in the
group discussion depending
on their teams ability to
collaborate.
Although managers
can help facilitate the
discussion, they may
opt not to attend and
assign a team member
to serve as facilitator
so that the discussion
is as open and honest
as possible.
HELP PEERS ENVISION THEIR ORGANIzATIONAL

CONTRIBUTION
Instructions
Review the organizations goals. Then, discuss as a group how your team can best support
those goals in your day-to-day work by considering the following questions:
What are our expectations and concerns about how the organizations goals
will impact our job roles?
How might our roles and responsibilities need to change to best support
the organizations goals?
How should workloads be divided over the team to best support
organizational goals?
Which of our potential ideas and strategies can support the achievement
of organizational goals?
As a team, how can we overcome possible barriers to supporting
the organizations goals?
What are the unique strengths and weaknesses of our team, and how might
those affect our ability to support organizational goals in our daily work?
Do our teams goals conflict with organizational goals in any way, and
do they conflict with goals in other parts of the business?

REBUILD BROKEN CAREER PATHS
INCREASE ROI OF TOTAL REWARDS
DEVELOP A PEOPLE BRAND
20
Managers should provide

this guide to their teams
to help them provide
informal feedback to
each other.
DEVELOP YOUR INTERNAL INFORMAL FEEDBACK

MECHANISM
Instructions: Use this guide to learn how to provide effective informal feedback to your peers and teammates.
Opportunities to Provide Peer-to-Peer Feedback
Positive Feedback
Development Feedback
Did my colleague go out of his or her way to support

me or our team?
Did my colleague demonstrate the organizations
values?
Did my colleague go above and beyond on a project
we completed together?
Did I see opportunities for improvement in my

colleagues work on a project we completed
together?
Did I see behaviors from my colleague that reflect
poorly on me or my team?
Did my colleague fail to fulfill his or her role
effectively on a project or task?
Is my colleague struggling with a particular task
orskill?
Tips for Providing Effective Peer-to-Peer Feedback

Provide Informal Feedback
Note: Managers may want to

conduct a brief conversation
with their teams about
appropriate feedback,
distinguishing when formal
managers should provide
feedback and when it is
appropriate for peers to do so.
Avoid Informal Feedback
That is fair and accurate
That focuses on personality weaknesses or flaws
That helps your colleague do his or her job better
In front of others
That is positive and refers to development areas
That is unrelated to projects in which you

are involved
That is specific
In a timely manner, instead of long after an
assignment is over or you observed the behavior
That is relevant to your colleagues job role
and level
That is inappropriate or unrealistic for your

colleagues job role and level
That is more appropriate for your colleagues
manager to give
Source: CLC HR, Manager Guide: Identify Opportunities to Provide Informal Feedback, Arlington, VA: The Corporate Executive Board Company, 2010.

21
Providing career path

guidance and support to
peers can increase their
engagement by as much
as 13%.
To provide valuable career

path support to peers, it is
critical to have an accurate
understanding of their needs
and interests.
PROVIDE CAREER PATH SUPPORT TO PEERS

Understand Your Peers Career Aspirations
When considering what career path support or information you might be able to provide to your peers, consider the
following questions to ensure you have an accurate understanding of their needs and interests.
Is my peer:
interested in a particular position at the organization?
interested in progressing within his or her current function, or another function?
interested in a move that requires different skills, or a new application of existing skills?
(i.e., a role that is different in kind, or a similar role in a different function or business unit)
Identify Opportunities to Provide Support

The Following Are Three Key Areas Where You May Be Able to Provide Valuable Career Support to Your Peers
Contacts
Guidance/Advice
Coaching or Development
You can connect peers with

members of your network who:
You can provide peers with:
You can provide peers with:
Know of available opportunities;

May be able to provide access
to future opportunities;
Note: Although career path
support is not something youll
constantly need to provide
to peers, its important to be
aware of the help you, as a peer,
can provide to your colleagues
when the opportunity arises.

Have made the career step

or transition your peer is
considering; and
Can provide coaching in key
areas of development needed to.
REBUILD BROKEN CAREER PATHS
Information about available

opportunities youve heard about;
Advice based on your
experiences, in areas such as:
What opportunities are most
valuable and
Who is important to connect
with; and
Valuable guidance you have
received from others.
INCREASE ROI OF TOTAL REWARDS
Access to projects that will

develop critical skills;
Informal feedback on progress
against development goals;
Coaching in areas where
you have experience or
expertise; and
Tools and resources that could
help them develop critical skills.
DEVELOP A PEOPLE BRAND
22
KEY TAKEAWAYS
What the Best Companies Know
What the Best Companies Do
How CLC Can Help
For the first time since 2006, the percentage of entrenched

employees is decreasing globally as more employees begin
looking for new jobs.
Prepare for a Reversal of Recent Multiyear

Employee Entrenchment Through an Adaptive
EVP Strategy
Track activepassive trends

by region using the Global
Workforce Insights Report.
Globally, employees core EVP preferences have not

fundamentally changed since 2006, but EVP satisfaction
remains 24% lower than pre-global downturn levels.
Reassess Your EVP Delivery StrategyNot

Employee Preferences
Assess your departing

employees EVP preferences
or experiences using Departure
View.
Nearly one in two employees globally continue to experience

major organizational change in 2012, and broken career paths
are now the top driver of attrition.
Restart Career Paths to Avoid Turnover Costs
Optimize your Learning and

Development Strategy.
After a brief decline in 2009, the importance of total rewards

for attracting talent rebounded sharply in 2012, but employee
satisfaction with benefits declined by 24 percentage points
since 2006 amid rising costs and slow (wage) growth.
Extract the Full Value of (Rising) Total Rewards

Investments Through Improved Communications
Develop a Total Rewards

Statement.
Employees preference for high-quality peers rose steadily

since 2006, whereas the importance they place in
management declined considerably.
Build a PeopleNot Just a ManagementBrand
Enable peer-driven engagement

and productivity through our
Employee Resource Portal.

23
Prioritize the high-impact

EVP attributes that will
attract and retain talent
in todays market.
DESIGN YOUR CORE EVP TO ATTRACT AND RETAIN

TALENT GLOBALLY
Top 10 Global Drivers of Attraction
Top 10 Global Drivers of Attrition
Core EVP Attributes
CLC HR Resource
Future Career
Opportunities
Development
Opportunities
Stability
Health Benefits
Respect
EthicsIntegrity
Compensation
WorkLife Balance
Location
Recognition
Manager Quality
People Management
Organizational
Growth Rate
Deliver on the EVP Promise

Topic Center
about specific strategies that
will help you deliver your
organizations EVP.

24
ROADMAP
Current State
of the EVP
Three Winning
EVPStrategies
HR Resources

25
Boost Your Functions Performance in the Most Critical Areas

HR Transformation
Employee Engagement
EVP
Assess HR capabilities.
Assess employee engagement.
Assess your EVP.
Build HR team.
Create and execute an action plan.
Design a compelling EVP.
Structure HR function.
Communicate EVP attributes.
Execute priorities.
Deliver on EVP promises.
Performance Management
Build manager, peer, and organizational

capabilities.
Succession Management
High-Potential Employees
Design a performance strategy.
Build a succession-management strategy.
Identify your high-potential employees.
Set standards and goals.
Assess and identify top talent.
Develop your high-potential employees.
Provide reviews and feedback.
Develop and transition successors.
Recognize and reward high performance.
Evaluate effectiveness of succession efforts.
Key Areas of Additional Focus
Organization Design
Social Media
Diversity and Inclusion
Change Management
HR Strategic Planning
Workforce Planning
HR Metrics
Sample Action Toolkit:

Create a High-Impact Succession Plan
Measure the success of your high-potential

program.
Sample Action Toolkit:

Design a HIPO Mentoring Program

26
Support For the CHRO, the team, and the line

Supporting HR from Strategy to Execution
FOR THE CHRO

QUALITY INSIGHT
FOR THE HR TEAM
FOR THE LINE
IMPLEMENTATION SUPPORT
TRAINING AND TOOLKITS
STRATEGIC
INSIGHTS
Identify Proven Solutions
Save Time and Reduce Risk
Best Practices
Quantitative Analysis
Weekly Top Ten Briefings
Frame and Train
EVP Design Center
Virtual Briefings
HR Business Alignment Tool
E-Learning Modules
On-Demand Webinars
ADVISORY
SERVICES
Make Better-Informed Decisions
Web-based
Training
ISSUE DIAGNOSIS
IMPLEMENTATION
SUPPORT
Execute Faster
Tools and
Templates
Get Answers Quickly
Executive Briefings and Retreats
HR Business Partner Portal
Manager Guidebooks
Executive Advisor Consultations
Research and Practitioner Webinars
Checklists for Performance Management
Webinars
Online Decision Support Portals
Templates for Assessing Key Employees

27
CEB Valtera, our sister

consulting practice,
provides implementation
support to solve your
unique EVP challenges.
DEDICATED SUPPORT WITH CEB Valtera

CEB Valteras Framework to Solving EVP Challenges
Assess Your
Current EVP
Redesign Your
Unique EVP
Survey employees,
globally or in
critical populations,
to pinpoint the
strengths and
weaknesses of your
unique EVP drivers.
Engage key
stakeholders
to design a
compelling and
credible EVP that
showcases the
employment brand.
4
Communicate
Your New EVP
Prioritize effective
communication
channels for
streamlined
messaging that
impacts all major
touchpoints.
Deliver and
Measure the
Impact of Your
New EVP
Establish and
track performance
metrics to
proactively
manage the EVP
and measure ROI.
Robust Capabilities for Driving Change

CEB Valtera is the global leader for workforce surveys and analytics. With over 40 years of survey
experience, CEB Valtera is positioned to support progressive HR organizations solve EVP challenges
with:
Contact Us
An extensive global database of employee needs and values to help firms understand what matters
most in employee career decisions;
Diagnostic tools that enable firms to assess values of key employee segments and employee
perceptions of firm strength and weaknesses; and
Proven methodologies to hone your brand to distinguish against competitors while centering on
attracting and retaining top talent.
Website: www.cebvaltera.com
E-Mail: cebvaltera@
executiveboard.com

28
Get quick access to best practice resources

Gateway to all Research, Resources, Tools, and Events

29
Survey Tools Available Through CLC HR

Assess and Benchmark Performance
HR Business
Alignment Tool
Purpose: Gather internal customer feedback on HR functional effectiveness

and the performance of individual HR business partners, and prioritize areas
for functional and individual HRBP improvement.
Mechanisms: Ability to deploy up to three survey modules: a line survey on
the HR function, a line evaluation of individual HRBPs, and an HR function
self-assessment
Number of Questions: Approximately 40
Purpose: Survey your departing employees to receive detailed feedback on

their reasons for leaving, new job status, areas of dissatisfaction,
and likelihood to recommend the organization.
Departure View
CLC HRs Exit Survey
Mechanisms: Organizations use either a universal link for all departing staff
or a portal allowing HR staff to send individual survey links to each exiting
employee. The survey is always on to collect data continuously from
departing employees; CLC HR provides reports to participating organizations
quarterly.
Number of Questions: 20

30
The Recruiting
Effectiveness Dashboard
(RED) is a business
intelligence solution
that collects information
on quality of hire and
recruiting effectiveness
by surveying key players
in the recruiting process
on an ongoing basis.
Recruiting Effectiveness Dashboard

New Hire Metrics
New hire fit with the job
Satisfaction with the recruiting

process
Internal Transfer Metrics
Hiring Manager Metrics
Engagement with new role

and the organization
Quality of hire
Quality of candidate pool
Recruiting effectiveness
EVP
Participation is included in
your membership with CLC
Recruiting.
Data at Your Fingertips
Online survey results from

new hires, hiring managers,
and internal transfers
support better decision
making in your recruiting
function.
Eliminate the guesswork from your recruiting

data with RED Score and Key RED Indicators,
our high-level view of the most important
metrics tracking hire quality and recruiting
process quality.
View side-by-side comparisons of your

respondent groups (hiring managers, new
hires, and internal transfers).
RED eliminates guesswork

by identifying areas for
improvement with key hire
quality and process metrics,
global benchmarks, and RED
Score, saving your team time
and money.
Compare overall and segment performance

relative to four benchmarks (overall, custom,
industry, and your organization).
Analyze results over time to monitor progress.
Customized Recruiting Analytics
Advanced segmentation allows you

to isolate and analyze subsets of your data.
Create, save, and edit custom charts.
Share charts by exporting to Excel

or PowerPoint.

31
RED includes our

proprietary RED Score
an overall indicator of
recruiting performance.
Recruiting Effectiveness Dashboard:

RED Score
The RED Score analyzes

data from throughout
the RED metrics to provide
you with one overall key
performance indicator,
helping you quickly
understand the health
of your recruiting process
and the critical metrics
influencing it.
RED Score provides you with

the one number that illustrates
the overall health of your
recruitment process and how
it compares to your peers.
RED allows you to quickly identify and drill down into

the underperforming areas of the recruitment process
and their impact on quality of hire.

32
RECRUITER PERFORMANCE SCORECARD

The recruiter performance scorecard is a multi-rater assessment of your recruiters competencies against CLC recruitings talent advisor capability model.
organizations base individual recruiters talent advisor capabilities scores on feedback from hiring managers, new hires, internal transfers, recruiting managers,
and the recruiters themselves.
Client Feedback Surveys
Alpha Company
Benchmark
Alpha Company
Ongoing surveys deployed 30 to

90 days post hire
Quarterly and monthly
distribution options
Team Feedback Surveys
Annual self and downward

surveys
Brief 7- to 10-minute surveys
Brief five- to seven-minute

surveys
Benchmark
Hiring Manager
Recruiting Manager
New Hire
Recruiter
Survey results enable your organization to:
Gather and report feedback and metrics from hiring managers,

new hires, internal transfers, recruiter managers, and recruiters;
Promote systematic development and application of strategic
recruiting competencies for individual recruiters;
Benchmark your recruiting team against CLC Recruitings global

benchmark; and
Identify and prioritize improvements to recruiter L&D programs.
Internal Transfer
For a demo, please contact your account management team.

33
CLC Compensation
provides quantitative
insight, best practices,
and on-demand services
targeting member
identified challenges.
Quantitative insight enables

better-informed decisions
on compensation design and
implementation that drive
attraction, retention, and
performance.
Analysis and Best Practices

CLC Compensation Analysis, Best Practices, and On-Demand Services
Quantitative Analysis
Best Practices
On-Demand Services
Example Insight
Example Best Practice
Example Member Questions
Relationship Between
Commitment, Pay Fairness, and
Pay Satisfaction
Business Case Differentiation

Criteria
Questions Answered by OnDemand Services
Practical, peer-company best

practice profiles and tools
address pitfalls and other
challenges in compensation
design, implementation, and
measurement.
Larger Effect on Commitment

Employee perception of pay
fairness is a much stronger
predictor of employee
commitment and performance
than pay satisfaction.
Case
Differentiation
Criteria
Average Employee
Commitment Score
A dedicated team provides

on-demand services, such as
custom research, to support
a members immediate
project needs.
Pay Fairness
Perception
Cost of
implementation
Pay
Satisfaction
Low
Metric
Impact on
employee
engagement
and
performance
Improvement
What outcome in employee
productivity
do they care
most about?
50.0
0.0
Executive
Committee
What are the

stakeholders
key concerns?
100.0
Stakeholder
High
Vice Presidents
Who controls
Frontline
Managers
Handling
implementation
Disruption of
difficult
conversations
business
Own
understanding
of pay plan
Seamless
business
and talent
management
operations
Good relations
with direct
reports
In what form
will they want
to see results?
Dollars and
impact on
employee
outcomes
Business unit
performance
Ease of
performance
and pay
conversations
What do I
need from
them?
Approval for
change in pay
structure and
philosophy
Be a champion
for the plan and
its rollout
Roll out in
one-on-one pay
conversations
with employees
Recent Member Questions

How are organizations
changing STI targets?
What is the optimal mix
of incentives and base
pay in a pay package?
How do organizations
approach job levelling?
How do organizations
link incentives to
organizational
performance?
How have organizations
globalized their approach
to compensation?

34
Members can benchmark

the design of the
pay system, urgent
issues for the head of
Compensation, and pay
communication activities
or request additional
benchmarks.
Benchmark your
organizations pay plan
design or compare two
benchmarked segments
for structure, spend,
targets, payout, range, and
frequency.
Benchmarking and Data

CLC Compensation Benchmarks for Pay Plan Design, Urgent Issues, and Pay Communication
Pay Plan Design Benchmarks
Urgent Issue Benchmarks
Pay Communication Benchmarks
Example Pay Plan Design

Benchmarks
Example Incentive Benchmarks
Example Pay Communication

Benchmarks
Online Pay Plan Benchmarks
Short-Term Incentives
How do you expect to average
2012 STI payouts to compare to
2011 STI payouts? (December 2011
results)
Online Pay Communications

Benchmarks
Topics CommunicatedTotal Pay
9.6%
3.2%
Ensure your decisions are

informed by the latest
changes your peers are
making to Compensation,
with benchmarks that are
updated biweekly.
Benchmark your
organizations pay
communications against
peers for content, timing,
source, frequency, channel,
manager involvement, and
effectiveness.
0.3%
Poor
Average
Top
Performers Performers Performers
20%
Higher
Than 2011
48%
20%
Lower
Than 2011
15%
60%
Same
as 2011
Total
18%
Average
Top
Performers Performers
CompWatch: Benchmarking data

on total compensation presented
in a time series to show trends in
responses

Plan Segmentation
Base Pay
Base Pay
Regional Merit Budgets
Pay Information Currently

Communicated
Role in Communicating Pay
Long-Term Incentives
Time Spent Communicating
Reward and Recognition
Spot Awards
Measuring Pay Communication

Effectiveness
Submit a Request
CLC Compensation benchmarking is member driven. Please advise us of your specific benchmarking needs either
directly through our website or by contacting your account manager.
35
CLC Human Resources

CLC Preparing Your Employment Value Proposition

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CLC Human Resources

Preparing Your Employment

A Framework for Member Conversations

2012 The Corporate Executive Board Company.

For the first time

LABOR MARKET THAWING

9% higher performing as new hires

Creating a Passive Candidate

Read this brief to develop a

2012 The Corporate Executive Board Company.

A STRONG EVP IMPACTS THE BOTTOM LINE

The Five EVP Categories

Turnover Cost Savings

$2,600,000 per Year

$10,250,000 per Year

The amount an organization that hires 500

The amount an organization with 5,000

2012 The Corporate Executive Board Company.

Employees and their

CONTINUED CHANGE CAUSING WORKFORCE

Four years after the

Most organizations are under

Organizational Volatility Is the New Normal

2012 The Corporate Executive Board Company.

Organizations Struggling to Adapt EVP

Amid constant change,

POTENTIAL CAUSES FOR LASTING

Since 2006, EVP delivery

Percentage of Employees Satisfied with EVP Delivery in Their Organization

What are the key global trends in the EVP?

How is the EVP

What EVP trends

What are the

2012 The Corporate Executive Board Company.

Key trends in the top drivers of attraction and retention

Career Paths (Still) Key to

Top Half of EVP Attributes

Career paths continue to be of great

Total Rewards Return

Total rewards decreased in importance

Future Career Opportunity

Collegial Work Environment

The importance of peers to attracting

whereas management has become

2012 The Corporate Executive Board Company.

Key Trends in the EVP

Winning EVP Strategies

Instead of increasing promotion rates, realign career paths by

Rather than invest more capital in your benefits package, focus

Stop using management as the primary workforce management

2012 The Corporate Executive Board Company.

Rebuild Broken Career Paths

Increase ROI of Total Rewards

Build a People Brand

2012 The Corporate Executive Board Company.

Increased Change Connected to Greater

Nearly half of employees

Most Organizations Responding by

2012 The Corporate Executive Board Company.

Rebuild Broken Career Paths

Increase ROI of Total Rewards

Develop a People Brand

Promotions are expensive

PROMOTION EXPECTATIONS WANING