TM - April 2008 - (Page 51) what success looks like. You’re educating everybody, but you’re also having dialogue about the talent and getting a real, live 360 right there. People get to see all the different aspects of performance, [and] you’re teaching all the managers participating to have the same standards. It allows us as a company to talk openly about talent, so we know who comes at the top of the list, who comes at the bottom of the list, and that helps us to drive holistic development plans. You can choose to move people around the company as you see need, and people also can have a career path. People start recognizing [talent] as a corporate asset. We drove the roles out of the capabilities required for each organization within Humana to perform the business results that it needs. People definitely know how their role connects to the outcomes they’re trying to get at the company. A lot of companies have cascading goals. We don’t have anything that formal. But we do have documents called “strategy on a page.” Each organization has a strategy that’s driving towards a specific business result. “Strategy on a page” puts down all of the business goals and who’s accountable for them. TM: Haas: How does performance management connect to Humana’s strategic objectives? We’ve done some wonderful things with leadership development. We found out we were throwing supervisors out there, giving them no life vests and saying, “You’re anointed to be a supervisor. Go out there and make it work.” And that’s a pretty tough thing. We started new leader on-boarding so new leaders understand what the expectations are, what the human capital philosophy is at Humana. We then have a frontline leader program. We wanted all our leaders to get it, to get what our business was, end to end, not just their part [but] how the business works together. We have a value proposition that says associate value drives customer value, which in turn drives shareholder value. And we believe leadership excellence creates the ability to have associate value. TM: Haas: What programs have you established to improve workforce performance? Culture eats strategy every day of the week. The culture is where you either have things take root and fl ourish or not. Everybody goes through one day called “Spirit of Success,” our orientation program. Everybody is TM: Haas: How does your company culture factor in? April 2008 talent management magazine www.TalentMgt.com 51 http://www.TalentMgt.com
For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.