TM - February 2008 - (Page 56)

Application continued from page 53 Our compensation and bonus structure is mostly for our manager and above population. They’re eligible for an annual bonus, which is tied to three metrics: the company’s overall financial performance, a certain percentage comes from the business unit they’re in, and their own goal achievement. A calculation at the end of the year weights each of those categories and determines the percentage of bonus payout an employee can achieve. Up to 125 percent of their bonus could be paid out. It can range from zero to overachieving depending on how they performed and the company performed. Our recognition program is designed to reinforce our company values and competencies. We have three tiers within that program and an automated tool to help us administer them. The first is an electronic thank you card that comes in real time through the system to reflect on the values I saw you put into action. The next one is an anytime award, which also has monetary value. Any individual can nominate another individual, but it needs to be approved by the supervisory level. We give an employee points through this recognition system, and the monetary value is around $200 to $300, so it’s very on the spot. The third tier — I guess we really have four — is a quarterly award. The point value and the monetary value continues to increase. It’s for something a little bit more significant, and a team of leaders select a core group of winners each quarter around the world, in every region. Then, at the end of the year, all the quarterly winners are eligible for an award where the monetary figure is increased even more. They go into a catalog specific to their region of the world and select gifts, anything from a George Foreman Grill to tickets to the Super Bowl, if they get enough points accumulated. changes warranted within the business,” Hancock said. “Because we are moving pretty quickly and things are changing very quickly as well, trying to stay in tune with what is out there so that we can anticipate and make certain that we’re ready whenever change does hit the organization is probably our biggest challenge.” Hancock said Seagate also has tackled talent challenges presented by growth and its move into a global network of offices. She and her team must keep cultural sensitivity in mind as they roll out new talent management processes and programs around the world, and the task is ongoing as Seagate continues to expand. “We truly are a global organization, and we have to have a policy of procedures that impact everybody throughout our company,” she explained. “Whatever we rolled out within this organization, we have to make certain it’s acceptable in Asia. We can’t use certain things we can use here, or certain words. It’s globalization versus one country has its own policy there, and we’ve got our own policy here. Seagate is really one organization; we just happen to have locations around the world. But we are one organization, and that’s probably the biggest change over the last five years that we’ve been tackling within HR.” Hancock also said she has to be sensitive to the needs of Seagate’s global employees, but generational issues take up just as many resources. With a wide range of ages entering the workforce at any given time, Hancock said she has to be conscious that younger people learn in different ways. “Traditional learning strategies that served one generation might not serve the up-and-coming generation,” she said. “We really look at how they have learned through their university experiences and also how they learn through informal networks, online wikis, podcasting and so on. Some like face-to-face, instructor-led learning, but from a scalability and practical standpoint, that may not always work. At the same time, pure online learning may not work either for the older generation, but the younger one totally embraces it because it gives them the independence and the self-directedness they are accustomed to.” Our focus is primarily our director level and above. We want to have really open and continuous dialogue between employees and their managers, working to understand what’s next and what we as a company can help do to develop them for that. We’re just getting started, but we’ll be instituting two formal talent forum discussions each year, where all leaders bring in the information from those individual dialogues and present their top leaders. Through this leadership review we identify who our high potentials are, who we’re developing, what roles we see them moving into. The executive team will have the conversations individually with their organizations, and they will meet as an executive team and roll it up to the next level. This is our way to get input and key insights from other leaders on some of our top high-potential folks. Right now, we’re doing everything manually, but our hope is to utilize a system that would continually be updated, so we clearly understand for every one of these director-level and above employees what their strengths and development areas are, what their potential next steps are, whether or not they’re mobile and can move to new countries. Our hope is to utilize the data on the performance and learning sides, and then integrate all of that to help us make some of those key decisions when we have to back fill a role or get into a new line of business, and really use this as our search engine to look at the talent and make some decisions on how to mobilize our talent. TM: Jacoba: Tell us about succession planning at Western Union. 56 February 2008 talent management magazine www.TalentMgt.com http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - February 2008

Talent Management - February 2008 Editor's Letter - Talkin' 'Bout My Generation Contents Human Performance - Achievement Motivation: Top Talent At Any Age Leading Edge - Who's On First? Foundations - Managing the Next Generation Workforce Viewpoint - Talent Strategies That Work Are Talent Strategies That Stick Those Who Have Left: The Value of Building Employee Relationships Alternatives to 360s: The Manager's Role Compensation and Benefits For X&Y Build A Multigenerational Performance Management Strategy Development's Role in Creating A Culture Of Inclusion Tomorrow's Leader: Identifying the Next Generation Integrating Talent Management Systems Strategically Seagate Uses Yearlong Evaluations to Help Integrate Talent Efforts Western Union: Connecting Strategy and People Globally Advertisers' Index Editorial Resources Full Potential - The Best Time to Change? Right Now!

TM - February 2008

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