TM - November 2007 - (Page 63)

TM: How does Nationwide work to change or create leadership and management behaviors that lead to optimal workforce performance? Recently, we’ve created six leadership competencies that tie to our strategic business leader intents that map back to our values and beliefs. We start with what we believe and value as an organization. Those things certainly drive how we show up in the marketplace, what we do and how we take care of our customers. Then, the competencies that we look for in a leader map to those, as well. Parker: the levers that show up from that engagement survey and then work toward bridging the gap, where we see gaps. We want to bring people into the organization who really understand the customer’s value, and we want to build that skill set or capability within the organization. So, that essence is filtrated through all the learning and development that we do inside. TM: Parker: How does Nationwide use learning and development to manage talent? TM: How does Nationwide develop organizational culture and employee attitudes to optimize workforce performance? Over the last six years, we’ve done an engagement survey. Some organizations will do a satisfaction survey. We believe engagement is a different way to look at it, and it feels good for us. Our engagement survey tells us what associates are saying about the organization. Will they stay with the organization, and when they’re here, are they actually serving the organization or the customer to their fullest extent? We take Parker: We believe in the 70-20-10 training process — learning comes 70 percent from experiences, 20 percent from others or mentors and 10 percent from classroom or e-learning, something that you would do in a formal setting. That includes not just behavioral learning but technical learning, as well. We also have programs that focus on the talent at the top of the house, leadership development programs and executive-level education programs. Sometimes, the experience people need to get is through community involvement, which is especially important to us at Nationwide. So, serving on a board or participating in volunteer activities at your favorite charity or event — that may be part of the experience that people get, as well. talent management magazine www.TalentMgt.com 63 November 2007 http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - November 2007

Talent Management - November 2007 Editor's Letter Contents Letters to the Editor Human Performance Leading Edge Learning Connections Viewpoint Finding Candidates with the Right Fit Turning HR Data Into Business Intelligence Compensation Technology: Drive Higher Performance, Gain Competitive Advantage The Art and Science of Influence Training the Ethical Workforce Making the Best Managers Application: Pre-Hire Testing Drives Down Employee Turnover at Advnace Auto Parts Dashboard: The Role of Learning Business Process Outsourcing Insight: Nationwide Insurance: On Employees' Side Advertiser's Index Editorial Resources Full Potential

TM - November 2007

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.