Manager Development
Today’s Workforce
Evolving Workforce
52.7M
53.5M
44.6M
Baby Boomers
High levels of Workforce
Disruptions Retirements and Recruitment
Shifting
workplace expectations
Millennials will require the workplace to adapt.
Gen Xers
Millenials
Opportunity Highly educated workforce Digital expertise Fresh perspectives, new levels of energy
What Do Millennials Value?
Feedback and positive reinforcement
Desire for opportunities and to move up quickly
Exposure to different jobs and aspects of the business
Formal leadershipdevelopment opportunities
Work connected to the greater good
Affordable Care Act
24 Hours
Key Components
Recruiting
Career Mobility
Manager Development
Building on a philosophy of hiring, training and retaining top claims talent, an enhanced focus on three areas of impact
Recruiting
Early Engagement
Evolve our hiring mindset — we only hire “wows”
Enhanced interview
Beyond aptitude, hire for attitude
Job shadowing gives candidate exposure to the role and team Case study component provides tangible insight
Hold hiring managers to the “wow” standard Benefit Levels of energy and engagement that match our culture
2–3 interviews to get multiple perspectives
Explore
Career Mobility Evaluate
New Job
Plan
Execute
Employee Development Tools
Resources for Managers
Career roadmap that supports employee goals — “Lattice versus Ladder”
Career conversation guide
Step-by-step framework for partnering with managers to identify future opportunities
One-on-one coaching guide Career lattice tool
Key to success:
Manager Development
Onboarding Playbook
Formal Mentorship
Mentorship across the team
In the first 12 months on the job, each new manager receives monthly mentorship from a senior manager.
New Hire Mentorship Program: Focuses on career development and mobility
Formalized topics address different leadership issues.
Manager Development Program: Focuses on the skills and opportunities needed to transition to management
Prepare and evolve as the professional world does
Structure your organization for success
Attract, retain, and develop “wows”
Ready
Aim
Hire
The world is evolving at an increasingly rapid rate, with countless new disruptive technologies emerging that will affect our industry for years to come.
Claims organizations must evolve and structure themselves to meet the needs of customers, agents, and brokers in the face of tremendous change.
Making the right hiring decision is even more critical in today’s world. Attracting and retaining millennials requires a different approach to employee selection and development.
Recruiting: Bringing in the right talent
Recruiting
INCREASE IN
EARLY
TURNOVER
ENGAGEMENT
ENHANCED STRONGER, EVOLVE OUR INTERVIEW CLEARER HIRING MINDSET RECRUITING – WE TOOLS ONLY HIRE “WOWS” Beyond 2-3 interviews Enhanced aptitude, job descriptions for hire multiple for attitude perspectives Hold Job shadowing Detailed hiring brochures managers to give that tothe highlight thecandidate “wow” company, standard exposure culture to the role and team Case study component to provide tangible insight
+ 10
BENEFIT Levels We Drive hire transparency ofpeople energywho and that want engagement allows to work recruits for thatusand match and whoculture Helmsman our meet our to make rigorous thestandards right choice
Manager Development: Managing our talent investment
Manager Development
ONBOARDING
PLAYBOOK
FORMAL MENTORSHIP In the first 12 months on the job, each new manager receives 1 hour of mentorship per month from a senior. Formalized topics address different leadership issues.
11
MENTORSHIP ACROSS THE TEAM New Hire Mentorship Program: Focuses on career development and mobility
Manager Development Program: Focuses on the skills and opportunities needed to transition to management
What We’ve Learned This is a process and you change your culture, hiring practices and engagement incrementally Hold employees accountable…but give them opportunities Mentor and coach and give practical experience Communicate – provide real-time feedback, frequent check-ins, detailed reviews Invest in your teams and build mutual commitment 12
Key Demographics Estimated
25% of workforce older than 55 by 2022
Millennials now surpass all other generations in the job market (and they’re not interested in a career in insurance)!
50% of workforce to retire in the next 10 years
500,000 Insurance Professionals to retire by 2020
13
Sources: A Primer on Recruiting and Retaining Millennials, Property Casualty 360, March 2014; Yes, Millennials and Boomers Can Work Together, Forbes Magazine, July 2015
Attracting Talent
Networking
College Recruiting
Social Media
14
Internships
Industry Targeted
Retention Strategies • Leader to Colleague MENTORING • Peer to Peer • Formal v. Informal
INFORMAL LEADERSHIP ROLES
LONG TERM INCENTIVE PROGRAMS
15
CAREER • Professional DEVELOPMENT Designations • Leadership Training
• Thought Leadership • Project Management
REWARDS AND RECOGNITION
FLEXIBLE WORK ENVIRONMENT
Leveraging Generational Differences Understanding that one size fits all leadership is counter-productive
Determining and utilizing generational strengths: BOOMERS
GEN XERS
• Loyal • Strong Work Ethic • Good Communication Skills
Achieving balance among generations 16
• Adaptable • Results-Driven • Technologically Savvy
MILLENNIALS • Innovative • Team Oriented • Technologically Advanced
Diversity of perspectives
Addressing specific client needs Maximizing strengths/Minimizing opportunities
Managing Generational Challenges VIEW OF STRUCTURE BOOMERS Expect all to be Workaholics
VIEW OF AUTHORITY BOOMERS Impressed by Authority GEN XERS
MILLENNIALS
GEN XERS Dislike Rigid Work Requirements
FEEDBACK AND REWARDS BOOMERS Want to be Rewarded by Money
GEN XERS Want to be Rewarded with Time Off
Unimpressed by Authority
MILLENNIALS MILLENNIALS Relaxed about Authority
17
Source: Generational Differences, Wnfc.org, 2010
Need Structure and Supervision
Want Meaningful Work
Controlling Turnover Transition to Retirement Succession Planning Pre-emptive Identification of Potential Hires • Interns • Networking
Investing in Future Talent • Entry Level Additions
Monitoring Pulse of Staff Engagement Initiatives 18
Evolving Workforce
52.7M
53.5M
44.6M
Baby Boomers
High levels of Workforce
Disruptions Retirements and Recruitment
Shifting
workplace expectations
Millennials will require the workplace to adapt.
Gen Xers
Millenials
Opportunity Highly educated workforce Digital expertise Fresh perspectives, new levels of energy
What Do Millennials Value?
Feedback and positive reinforcement
Desire for opportunities and to move up quickly
Exposure to different jobs and aspects of the business
Formal leadershipdevelopment opportunities
Work connected to the greater good
Affordable Care Act
24 Hours
Key Components
Recruiting
Career Mobility
Manager Development
Building on a philosophy of hiring, training and retaining top claims talent, an enhanced focus on three areas of impact
Recruiting
Early Engagement
Evolve our hiring mindset — we only hire “wows”
Enhanced interview
Beyond aptitude, hire for attitude
Job shadowing gives candidate exposure to the role and team Case study component provides tangible insight
Hold hiring managers to the “wow” standard Benefit Levels of energy and engagement that match our culture
2–3 interviews to get multiple perspectives
Explore
Career Mobility Evaluate
New Job
Plan
Execute
Employee Development Tools
Resources for Managers
Career roadmap that supports employee goals — “Lattice versus Ladder”
Career conversation guide
Step-by-step framework for partnering with managers to identify future opportunities
One-on-one coaching guide Career lattice tool
Key to success:
Manager Development
Onboarding Playbook
Formal Mentorship
Mentorship across the team
In the first 12 months on the job, each new manager receives monthly mentorship from a senior manager.
New Hire Mentorship Program: Focuses on career development and mobility
Formalized topics address different leadership issues.
Manager Development Program: Focuses on the skills and opportunities needed to transition to management
Prepare and evolve as the professional world does
Structure your organization for success
Attract, retain, and develop “wows”
Ready
Aim
Hire
The world is evolving at an increasingly rapid rate, with countless new disruptive technologies emerging that will affect our industry for years to come.
Claims organizations must evolve and structure themselves to meet the needs of customers, agents, and brokers in the face of tremendous change.
Making the right hiring decision is even more critical in today’s world. Attracting and retaining millennials requires a different approach to employee selection and development.
Recruiting: Bringing in the right talent
Recruiting
INCREASE IN
EARLY
TURNOVER
ENGAGEMENT
ENHANCED STRONGER, EVOLVE OUR INTERVIEW CLEARER HIRING MINDSET RECRUITING – WE TOOLS ONLY HIRE “WOWS” Beyond 2-3 interviews Enhanced aptitude, job descriptions for hire multiple for attitude perspectives Hold Job shadowing Detailed hiring brochures managers to give that tothe highlight thecandidate “wow” company, standard exposure culture to the role and team Case study component to provide tangible insight
+ 10
BENEFIT Levels We Drive hire transparency ofpeople energywho and that want engagement allows to work recruits for thatusand match and whoculture Helmsman our meet our to make rigorous thestandards right choice
Manager Development: Managing our talent investment
Manager Development
ONBOARDING
PLAYBOOK
FORMAL MENTORSHIP In the first 12 months on the job, each new manager receives 1 hour of mentorship per month from a senior. Formalized topics address different leadership issues.
11
MENTORSHIP ACROSS THE TEAM New Hire Mentorship Program: Focuses on career development and mobility
Manager Development Program: Focuses on the skills and opportunities needed to transition to management
What We’ve Learned This is a process and you change your culture, hiring practices and engagement incrementally Hold employees accountable…but give them opportunities Mentor and coach and give practical experience Communicate – provide real-time feedback, frequent check-ins, detailed reviews Invest in your teams and build mutual commitment 12
Key Demographics Estimated
25% of workforce older than 55 by 2022
Millennials now surpass all other generations in the job market (and they’re not interested in a career in insurance)!
50% of workforce to retire in the next 10 years
500,000 Insurance Professionals to retire by 2020
13
Sources: A Primer on Recruiting and Retaining Millennials, Property Casualty 360, March 2014; Yes, Millennials and Boomers Can Work Together, Forbes Magazine, July 2015
Attracting Talent
Networking
College Recruiting
Social Media
14
Internships
Industry Targeted
Retention Strategies • Leader to Colleague MENTORING • Peer to Peer • Formal v. Informal
INFORMAL LEADERSHIP ROLES
LONG TERM INCENTIVE PROGRAMS
15
CAREER • Professional DEVELOPMENT Designations • Leadership Training
• Thought Leadership • Project Management
REWARDS AND RECOGNITION
FLEXIBLE WORK ENVIRONMENT
Leveraging Generational Differences Understanding that one size fits all leadership is counter-productive
Determining and utilizing generational strengths: BOOMERS
GEN XERS
• Loyal • Strong Work Ethic • Good Communication Skills
Achieving balance among generations 16
• Adaptable • Results-Driven • Technologically Savvy
MILLENNIALS • Innovative • Team Oriented • Technologically Advanced
Diversity of perspectives
Addressing specific client needs Maximizing strengths/Minimizing opportunities
Managing Generational Challenges VIEW OF STRUCTURE BOOMERS Expect all to be Workaholics
VIEW OF AUTHORITY BOOMERS Impressed by Authority GEN XERS
MILLENNIALS
GEN XERS Dislike Rigid Work Requirements
FEEDBACK AND REWARDS BOOMERS Want to be Rewarded by Money
GEN XERS Want to be Rewarded with Time Off
Unimpressed by Authority
MILLENNIALS MILLENNIALS Relaxed about Authority
17
Source: Generational Differences, Wnfc.org, 2010
Need Structure and Supervision
Want Meaningful Work
Controlling Turnover Transition to Retirement Succession Planning Pre-emptive Identification of Potential Hires • Interns • Networking
Investing in Future Talent • Entry Level Additions
Monitoring Pulse of Staff Engagement Initiatives 18
