netWork-Wide STraTegy · 1 network-Wide Talent Management Strategy Overview Vision for talent...

United Way netWork-Wide TalenT ManageMenT

STraTegyO V e r V I e W

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United Way

“We are a collection of like-minded people and

organizations that have the potential to be

a very powerful global, social movement if

we can come together around our values, our

principles and our beliefs.” —Brian A. Gallagher, President and CEO, United Way Worldwide

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network-Wide Talent Management Strategy Overview

Vision for talentUnited Way will attract and retain the diverse talent and leadership necessary to improve people’s lives and advance the common good for all.

Goals for talent• Implement a comprehensive network-wide talent management strategy to

ensure we have an effective and proactive workforce ready and able to execute on our business model and strategic priorities.

• Position United Way as the Mission of Choice for both employees and volunteers looking to make a difference in their communities.

Case statement for talentWe believe that our people, ignited and supported by a robust and sustainable talent strategy, will improve people’s lives and advance the common good for all.

Our talent is among our greatest assets—on par with our reputation—and should be developed and protected with passion.

Our strategy will attract, develop, retain, and create careers for the most talented workforce to successfully accomplish the goals of our mission and impact strategy.

The United Way Network-Wide Talent Management Strategy and its recommenda-tions were developed as part of the U.S. Task Force on United Way’s Economic Model & Growth. For the past two years, the Task Force has worked diligently to develop a plan to reshape and transform our culture, model, strategies and relationships. The Task Force believes strongly that United Way can—and must—make significant contributions to the issues of our time. This overview provides a deeper dive into talent management strategies and tactics for United Ways and the United Way network to implement as we recruit, develop and retain strong United Way leaders and staff who will work interdependently toward our goals to advance the common good.

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United Way

TalenT ManageMenT STraTegy

What is the neWork-Wide talent manaGement strateGy?The network-wide talent management strategy provides direction for the strategic management

of talent within the United Way network that is fully aligned with the United Way business model

and is grounded in five strategic pillars: mission of choice, core competencies, relationships,

diversity and succession planning.

These five pillars inform the goals and guide the execution of the talent management strategy.

They are fully integrated into the talent management practices of how United Way will recruit new

employees, provide development and learning opportunities, retain and engage top-performing

employees, and plan effectively for succession.

United Way’s talent is at the heart of our ability to drive change and acceler-

ate the quality and the pace of our transformation.

To become a beacon for talent and leadership across sectors, we must

implement a network-wide talent management strategy. Only by implement-

ing this strategy will we have effective and competent leaders and staff who

are ready to execute on the United Way business strategies and goals.

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The fIVe STraTegIc pIllarS of United Way’s talent manaGement strateGy

• Position United Way as the MISSION OF CHOICE for diverse, qualified,

high-quality professionals wanting to advance the common good in

local communities worldwide. We want to do for job seekers, what

LIvE UNITEd has done for donors and volunteers.

• Adopt—and commit to—a set of CORE COMPETENCIES on which we

will base all talent management activities (e.g. recruitment, learning

and development curriculum, performance evaluations, staff, lead-

ership and CEO development, succession planning, etc.).

• Leverage RELATIONSHIPS as a key asset in driving talent develop-

ment and engagement. Beyond classrooms, tools and textbooks,

today’s professionals thrive through relationships with mentors,

coaches,and peers. They grow through participating in leadership

cohorts and they are motivated by connecting—virtually, in person,

one-on-one, in groups—with others within the United Way network

and with external partners and constituents.

• Proactively and intentionally enhance the DIVERSITY of our leadership

and staff across all functions and levels across the United Way network.

• Instill the need for SUCCESSION PLANNING for all United Ways and

for all key leadership positions to ensure strategic and smooth

transitions for planned or unexpected changes in leadership.

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the oUtComes The implemented talent management strategy will:

• Provide a common platform and direction for United Way on how we recruit, develop and

retain employees across the network, and help us anticipate and satisfy future talent and

leadership needs.

• Ensure that United Way leadership and staff have the required skills and competencies to

execute on the United Way business model and strategic direction.

• Ensure that United Ways have succession plans for CEOs and have plans for identifying

and retaining high-quality talent to build bench-strength of future leaders at local and

network levels.

• Ensure that the United Way network leadership and staff is reflecting the diversity of the

communities we serve by proactively recruiting, developing and retaining high-quality

and high-performing diverse talent.

Why is talent a priority?Talent is the key lever in building the new United Way and leading the organization successfully through its transformation. If United Way intends to drive impact with both speed and scale, it will have to work as a powerful interdependent network and be committed to working together toward accomplishing common goals. By building on existing assets and effectively utilizing talent, through collaboration, alignment and leadership, United Way will drive the culture towards success as an organization and in communities worldwide.

“The growth and development of people is the

highest calling of leadership.” —Harvey S. Firestone

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the approaCh Talent management is an organization’s commitment to recruit, retain and develop the most

talented employees available in the job market to enhance its performance, effectiveness

and results. Leading organizations know that exceptional business performance is driven by

superior talent managed with consistent processes.

The talent strategy will ensure that we get the right people in the right places doing the right

work at the right time with the right competencies. This will drive and sustain United Way’s

business model and progress in communities worldwide. Our people will thrive. We will have

a passionate and engaged workforce to drive social change and position United Way as the

Mission of Choice for all looking to make a difference.

Strategically managing our talent will allow United Way to better plan for its workforce, prioritize

and properly invest resources, close skill gaps, align performance with strategic goals and put

succession plans in place for critical roles.

Engagement and Communication

Cu

lture

Relationships Diversity

Talent Strategy

RESULTS

COM

PET

ENC

IES

COM

PETEN

CIES

Organizational strategies and goals

Business Model

Community Impact

PEOPLE

RECRUIT

RETAIN & ENGAGE

DEVELOP

TRANSITION & SUCCESSION

talent strategy framework

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United Way

the ValUe to United Ways and the netWorkThe talent strategy ensures that we have an aligned direction, processes and resources to

effectively and proactively attract, develop, retain and engage the right leadership and staff that

have the required competencies to execute on the business strategies and goals.

Talent strategy will enable United Ways and the network to:

• Increase the capacity and skills of staff and leadership to execute on the United Way business model

consistently across the network.

• Create processes and opportunities that will enable United Ways to build a talent pipeline and

strengthen their ability to fill and retain key positions with diverse, qualified candidates.

• Benefit from the results and best practices achieved by other United Ways that will be shared,

scaled and replicated throughout the network.

• Build our collective capacity to attract, develop and retain talented staff and leadership—lead-

ing to improved performance and results across the network.

measUrinG sUCCess Critical performance factors of the overall progress and success of the network-wide talent man-

agement strategy:

1. Number of United Ways adopting and using the core competencies—indicates that United Ways

hire, develop, review performance and promote people by using a set of competencies common

for the United Way network. (Measured via Human Capital Study)

2. Number of United Ways adopting and implementing succession plans—indicates

United Ways and Boards have a plan in place to remain stable during leadership departures and

transitions. (Measured via Human Capital Study)

3. Increase diversity in leadership roles among all racial and ethnic groups and genders—

indicates improvements in overall diversity. (Measured via Human Capital Study)

4. Improved overall leadership performance—critical indicator of the culture, alignment and

leadership capacity to lead organization and drive change. (Measured via Community Impact

Practices Survey (CIPS))

5. Overall improvement across key talent management practices—indicates the United Way

network is more strategic about managing its human capital. Some examples of improvement

are: more United Ways have a talent strategy, staff have more opportunities for development,

United Ways proactively recruit by using diverse sources, the retention of staff in critical roles is

improved. (Measured via Human Capital Study)

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6. Increase number of high-performing leaders and staff engaged via the network-wide Central

Talent Pool*—indicates the United Way network is proactively identifying and engaging its

high-performing talent in order to fortify the bench strength of diverse, future leaders

(United Way Worldwide Talent Management will manage the Central Talent Pool and will gather

and report the data).

* The Central Talent Pool database and engagement platform is to be created in 2013/2014.

ensUrinG and maintaininG sUCCessThe success of the talent strategy will depend on how well United Way comes together as a net-

work to execute on the identified strategies outlined in this document. We have identified five

critical imperatives that will help build the infrastructure we need to further our mission and the

work around talent.

• Our Culture needs to be built on strong relationships, knowledge sharing, passion for our

people, rich diversity and a common mission.

• Our Organization must hold all employees accountable to achieving the mission. Our resources,

processes and leadership structure must be aligned appropriately.

• Network Engagement should foster innovation, creativity, knowledge sharing, transparency

and effective collaboration. In turn, this will drive trust and interdependence and enhance our

capacity for collective impact.

• Useful Technology that provides an effective platform for network-wide engagement and

expands our potential for learning and better connectedness across the network.

• Board Engagement and support of the talent management goals and strategies. Boards must

specifically focus on hiring the right CEOs into the organization, providing and encouraging

learning and development of CEOs, as well as ensuring the stability of the organization by

instilling succession planning processes for CEOs.

This strategy will not work without our people. Only through effective and strategic use of our people resource can we accomplish our business goals and achieve results.

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United Way

United Way talent management strategy model

RecRuitment

Create and implement recruit-

ment and hiring processes to

attract highly competent em-

ployees, and proactively build a

pipeline of high-quality diverse

candidates for the United Way

network.

Development

develop and deliver high-

quality learning and develop-

ment opportunities to increase

capacity and performance

of leaders and professionals

as critical to the ability to

deliver on the mission.

Retention anD engagement

Create robust retention and

engagement opportunities

that will ignite and build

results-oriented performance

and enable leaders and

professionals to build careers

and relationships locally, na-

tionally and worldwide.

SucceSSion management

Secure an ongoing source

of well-trained, experienced,

high-qualit y, diverse and

motivated professional who

are ready and able to step into

key positions as needed.

prioritized strateGies

CompetenCies The foundational elements of the talent management strategy are a

common set of competencies.

Vision and GoalsUnited Way will attract and retain diverse talent and leadership necessary to improve people’s lives and advance

the common good for all.

• Implement a comprehensive network-wide talent management strategy

• Position United Way as the Mission of Choice

miSSion of choice

coRe competencieS

RelationShipS DiveRSitySucceSSion

planning

Alignment around competencies; implementation of succession

plans; greater bench-strength of future leaders; increased diversity

in leadership roles; improved leadership performance and overall

improvement in all talent practices.

oUtComes and measUrements

fiVe strateGiC pillars

United Way professional CompetenCies: the Core CompetenCies for all staff The United Way Professional Competencies are critical to the success of the organization. All in-

dividuals in the organization are expected to possess these competencies. They define what the

organization values the most in people.

MISSION FOCUSEd

The United Way professional’s top priority should be to create real social change that

leads to better lives and healthier communities. This drives their performance and

professional motivations.

RELATIONSHIP ORIENTEd

The United Way professional understands that people come before process and is astute in

cultivating and managing relationships toward a common goal.

COLLABORATOR

The United Way professional understands the roles and contributions of all sectors of

the community and can mobilize resources—financial and human—through

meaningful engagement.

RESULTS dRIvEN

The United Way professional is dedicated to shared and measurable goals for the common

good and creating, resourcing, scaling and leveraging strategies and innovations for broad

investment and impact.

BRANd STEWARd

The United Way professional is a steward of the United Way brand and understands his

or her role in growing and protecting the reputation and results of the worldwide

United Way network.

Competencies help to clarify work requirements and expectations, help align individuals, teams and

managers with the organization’s strategies and enable strategic and integrated ways to manage

and develop the talent of its people. It is important that the competencies are integrated into every

aspect of talent management practices so that we have a proactive and aligned talent management

process that will produce qualified and competent leadership and staff.

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Key STraTegIeS anD TacTIcS

The network-wide talent strategy is executed by implementing prioritized strategies and tactics

around recruitment, development, retention and engagement and succession. The goals in each area

provide common focus and direction for the United Way network. Prioritized strategies and tactics

serve as specific action plans for United Ways and United Way Worldwide to adopt and implement.

The foundational elements to this work are a common set of competencies which will ensure that

we get, grow and retain the right people in areas fundamental to our mission and strategic direc-

tion. These key competencies are the basis of all other talent management decisions and link the

organization’s talent strategy to the overall United Way business model and mission.

RECRUITMENT dEvELOPMENT

RETENTION ANd ENGAGEMENT

SUCCESSION MANAGEMENT

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United Way

reCrUitment strateGies

oUtComes• United Ways are using a common

set of competencies for hiring and selecting of employees across all levels and functions.

• Increased number of qualified, diverse applicants for open positions across the network.

• New relationships and diverse sources for talent acquisition.

• Effective, network-wide process for executive searches.

• Improved internal and exter-nal technology, tools and better visibility in positioning United Way in online and social media.

strateGy 1Create effective processes and resources, leverage current

relationships and build new ones to enhance United Way’s

recruitment capabilities and outreach to a broader base of

qualified, diverse candidates.

taCtiCs1. Enhance and align United Way’s ability to attract, select and hire the

right employees into the organization by co-creating new tools and

resources (e.g. develop Recruitment Guide and Toolkit).

2. Establish diverse relationships with external constituents to

proactively attract talent and build a pipeline of candidates

(e.g. universities, Board members, past employees, corporations—

Global Corporate Leadership and Fortune 500 companies).

3. develop separate strategies to recruit from under-represented

populations in collaboration with the Inclusion Council for the

United Way network.

4. develop process for employee referrals to attract external talent

and encourage referrals within the United Way network (e.g. use of

social media to refer jobs).

5. Leverage Student United Ways to recruit top-quality student

graduates into the United Way network.

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reCrUitment strateGies strateGy 2Ensure United Ways and United Way Worldwide have adequate processes and proce-

dures for executive searches and hiring (primarily CEOs with other senior leadership roles

as needed).

taCtiCs1. develop executive search resources and tools to support Boards and United Ways in their search

and recruitment processes.

2. Create partnerships with external executive search companies to provide high-quality support

to United Way Boards during their search processes.

3. Provide direction on the most effective ways of identifying and recruiting the right Board

members as per the new volunteer Leadership competencies.

strateGy 3Strengthen United Way’s career presence in key online resources by utilizing appropriate

technology to effectively attract and build a pipeline of high-quality, diverse candidates.

taCtiCs 1. Identify and establish a strong presence of United Way in key online professional search resources

to enhance our public image and brand, promote available positions from across the network and

expand outreach to diverse qualified candidates (e.g. Invest in social media tools such as LinkedIn,

enhance internal United Way’s Opportunities Exchange platform).

2. Enhance the career opportunities and information section on UnitedWay.org to provide a com-

pelling employee value proposition on what it means to work for United Way.

3. Use a versatile Human Resources Information System (HRIS) or Automated Talent Management

System to track internal and external job applicants to enhance local, national and worldwide

recruiting efforts. Note: This system should be used beyond just recruitment—the opportunity

is to start with a common Recruitment Platform and then progress toward an Integrated Talent

Management System for the United Way network.

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United Way

deVelopment strateGies

strateGy 1Enhance and strengthen the leadership capacity of United

Way CEOs and senior leaders to effectively lead and execute on

the business model through quality learning and leadership

development opportunities.

taCtiCs1. Provide effective multi-year, high-caliber leadership development

and engagement opportunities for United Way CEOs and senior

leaders (e.g. Executive Leadership development Program for CEOs).

2. Create peer-to-peer learning and mentoring for CEOs and senior

leaders to enhance knowledge sharing and collaboration (e.g. lever-

age National Professional Council, other leadership groups—Mobili-

zation Cohorts, Partnerships, Alumni Cohorts of Leadership develop-

ment and Mobilization Groups, CEO Learning Circles).

strateGy 2develop and implement learning and development opportunities

for volunteer leadership to strengthen their knowledge and

understanding of the United Way business model and

strategic direction.

taCtiCs1. Provide effective multi-year, high-caliber leadership development and

engagement opportunities for United Way Boards (Board develop-

ment Program) as the effective way to onboard, engage and develop

Board members for United Way.

oUtComes• Learning and development oppor-

tunities are in full alignment with the common set of competencies.

• More leadership development opportunities for executives and high-performing employees.

• More quality learning and devel-opment opportunities for critical roles (e.g. Community Impact, Re-source development).

• More United Ways are participat-ing in learning and training op-portunities offered by United Way Worldwide.

• Increased percentage of diverse employees participating in leader-ship development programs.

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strateGy 3Build a leadership pipeline of high-performing, mid-career professionals by providing

robust, best-in-class leadership development, engagement opportunities and programs.

taCtiCs1. Provide multi-year leadership development opportunities for high-performing, mid-career

talented professionals by offering leadership development programs such as the Global

Resident Fellows Program, professional exchanges and specific learning opportunities

identified for high-performing individuals.

2. develop a state-of-the-art mentor program for top-performing United Way employees. (Note: It

could be part of the Mentoring Program for all employees in the network with added support for

high-performing talent).

strateGy 4Create learning and professional development opportunities aligned with the new

competencies to enhance the knowledge and performance of United Way employees in

critical roles (e.g. Resource development, Community Impact, Relationship Management).

taCtiCs1. develop strategic learning opportunities for staff in critical roles by providing appropriate

high-quality trainings and certification opportunities.

2. Create a “United Way University” as an online resource and a one-stop-shop for all learning

and professional development needs of United Way professionals (e.g. knowledge management

portal with competencies, professional training, growth experiences and career paths that staff

and managers can use to assess career and professional growth opportunities).

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retention & enGaGement strateGies

strateGy 1Establish coordinated and aligned onboarding process for CEOs,

board members and staff to ensure successful integration into

the organization.

taCtiCs1. Onboarding for CEOs: strategic guide and plan for the effective

onboarding of executives with adequate tools, resources and

peer support.

2. Onboarding for Boards: create a Board Orientation and onboarding

program to support volunteer leaders upon joining United Way.

3. Onboarding for staff: strategic guide and plan to welcome and orient

new United Way staff members.

strateGy 2Identify, track and support diverse employees network-wide, who

have the key qualities, competencies and performance required to

deliver results.

taCtiCs1. Establish process to identify high-potential and high-performing

employees capable of rapid advancement to positions of higher

responsibility by having effective performance evaluations and

development plans at United Ways. The identified employees are the

key retention targets for United Way.

2. Integrate the process of identifying high-potential and high-perform-

ing talent into United Way Worldwide level Central Talent Pool/online

database to further develop and engage these individuals.

oUtComes• Effective onboarding process for

new executives.

• High-potential and high-perform-ing diverse employees are identi-fied via a common process for per-formance evaluation.

• High-potential and high-perform-ing employees are submitted, tracked and engaged via Central Talent Pool.

• Increased number of high-poten-tial diverse employees in Central Talent Pool.

• Identified 360-degree-tool aligned with competencies for use net-work-wide.

• Employees are participating in network-wide mentoring program as mentors and mentees.

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strateGy 3drive shared accountability among United Way leaders by establishing specific goals

and performance expectations that are measured through a network performance

evaluation system.

taCtiCs1. In order to promote the network’s excellence, foster a culture of alignment, interdependence

and mutual accountability for achieving impact:

a. Identify, develop and recommend a 360-degree-tool annual assessment for CEOs and senior

leaders (i.e. co-design and co-develop a process for a Peer-to-Peer Performance Evaluation

to be conducted by a selected United Way CEO Peers Committee).

b. Co-develop a network performance evaluation system with common metrics for staff that

can be used across the United Way network to ensure a consistent and aligned performance

evaluation of staff.

strateGy 4develop opportunities and an online engagement platform for employees. This platform

would keep employees engaged on a local, national and worldwide level and ensure

peer-to-peer development, relationship building and knowledge sharing.

taCtiCs1. Create a robust mentoring program, supported by online technology, that is open for all

United Way employees.

2. Utilize a platform to provide learning and professional development resources and career enriching

opportunities that enables people to collaborate, connect and learn (e.g. via social media

platform, Professional development newsletter, online portal).

3. develop an assessment for network-wide understanding of leadership and employees’ overall

level of satisfaction and engagement (i.e. Annual Employee Satisfaction Survey).

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United Way

sUCCession manaGement strateGies

strateGy 1Preserve critical organizational knowledge and enable conti-

nuity of operations to secure stability of United Ways and the

network by providing tools and resources for succession and

transitions of CEO positions.

taCtiCsEnable United Ways and the network to preserve critical organizational

knowledge and stability by identifying the right knowledge management

platform. Establish the process for effectively gathering, sharing and

continually enhancing the resources.

1. Implement succession plan by using the Succession Guide and Toolkit.

2. develop and institute knowledge management and transfer practices.

These are critically important for preserving the organizational

knowledge and best practices (i.e. CEO Career diaries).

strateGy 2Succession is strategically integrated within talent management to

ensure United Way continuously identifies, develops and nurtures

top-performing, diverse professionals as ready-now talent.

taCtiCs1. High-potential employees are identified United Ways and are

submitted and entered into the Central Talent Pool managed by

United Way Worldwide to track and engage at the network level.

2. Ensure there is a systemic career path in United Ways, and

within the United Way network for high-potential talent that

complete leadership development programs. Graduates of the

leadership development programs are positioned as ready-now tal-

ent for key leadership positions in the network, and are proactively

engaged via Central Talent Pool database. The pipeline is managed by

United Way Worldwide at the network level.

oUtComes• United Ways have succession

plans available and implemented for CEO and other critical roles.

• Improved retention of high-poten-tial employees and better career paths within the United Way network.

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What sUCCession manaGement means for United Wayfor the united Way network—United Way Worldwide, United Ways, State and Regional

Organizations—the adoption and implementation of the succession strategy is critical to:

• Ensure high-quality, high-potential leaders are available for placement in executive and critical

roles across the network (CEOs, Senior Leaders).

• Provide targeted learning and development opportunities for high-potential talent to build pipe-

line of emerging leaders and to position United Way as the Mission of Choice.

• Strengthen Boards that are informed and prepared to ensure stability of the organization with

implemented and appropriate succession plans for CEOs and other critical roles.

for united Ways—the adoption and implementation of the succession strategy is critical to:

• The overall stability and high-quality leadership of the organization; boards and leadership hav-

ing an action plan to secure continuality of leadership positions.

• Identification, development and retention of the high-potential leaders within the organization

and for providing opportunities for career growth, development and building relationships

within the United Way network.

• Ensure engagement and retention of high-performing talent. In return, this will drive

overall employee performance and satisfaction and better position United Way as the

Mission of Choice for talented professionals across the United Way network.

“All that is valuable in human

society depends upon the

opportunity for development

accorded the individual.” —Albert Einstein

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United Way

hOW TO USeThe neTWOrK-WIDe TalenT ManageMenT STraTegy

strateGiC WorkforCe planninG and aliGninG With BUsiness Goals Talent management, as a business strategy, must be fully integrated in all employee-related pro-

cesses of the organization. Talent cannot be viewed in isolation from the rest of the business;

rather, talent is the foundational resource upon which a business strategy is built.

BuSineSS goalS

BuSineSS StRategy

ORGANIzATIONAL CAPACITy ANd TALENT

dIAGNOSTIC (dEFINE GAP)

SOLUTION dEvELOPMENT

IMPLEMENTATION(CLOSE GAP)

CRITICAL ROLES COMPETENCIES TALENT

TALENT STRATEGy

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In order to be strategic, workforce planning needs to:

• Be aligned with the business strategy

• differentiate roles by their contribution to achieving the business strategy

• Focus first on the roles that impact the business strategy most significantly

• Result in action plans that are owned and monitored by the organization to achieve and

measure results

• Become embedded into the broader organizational strategic planning process and culture

hoW to Use this strateGyThe network-wide talent strategy is executed by implementing four prioritized strategies and tac-

tics around recruitment, development, retention and engagement and succession management.

The FOUNDATIONAL part of the network-wide talent management strategy that is common for all

United Ways is the vision, goals, outcomes, measurements, points of view and key goals and out-

comes around the prioritized strategies. Everything that we do around talent—at the network or

the local level—must be directly aligned and in support of the overall talent management strategy.

The prioritized strategies and tactics are identified as some of the critical talent priorities. These are

CUSTOMIZABLE to fit the needs of any United Way organization and serve as the blueprint of ideas

and recommendations that can be adopted and implemented as most suitable for United Ways and

the network.

Where do i start? Recommendation to all United Ways:

• Adopt the new competencies to use in staff recruitment, development, performance

evaluations, identifying high-performers, retaining the right people and compensation

• Use the Succession Guide and Toolkit to develop a succession plan for your CEO and use

the guide and tools to set up a process for identifying your high-performing and high-

potential talent

• Adopt the network-wide talent management strategy for your United Way and implement priori-

tized strategies relevant to your United Way’s talent needs

• Utilize tools and resources available from the United Way Talent Management team co-devel-

oped with the network to enhance processes and support talent needs

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United Way

steps for strateGiC WorkforCe planninG at yoUr United Way

step 1 step 2

diaGnostiCs solUtion deVelopment implementation

What

Define gap

Assess the readiness and capacity

of your United Way and identify gaps

in the quality and quantity of talent

required to execute your business

strategies and goals.

hoW• Get clear on your business strategy

and goals

• What talent is needed to execute

(use new competencies for guidance)

• Assess readiness of organiza-

tional capacity and talent by using

Business Model Assessment

(Mobilization Tool)

Why• Clear picture on areas of organiza-

tional strengths and weaknesses

• Pinpoint strengths and weaknesses

in your current talent management

systems and capabilities

What

Define needs and Solutions

Understand and define talent management

needs your United Way will need to focus on to

close talent gaps.

hoW• Review areas of weakness (Why are we

underperforming? do we have the right talent,

structure, processes, resources in place? Are

people in right positions— the talent fit?)

• Talent I have vs. talent I need—Assess readi-

ness and capacity of staff and leadership by

using Performance Evaluation aligned with

new competencies

identify solution sets—based on priorities

to execute on the business strategy:

• Get clear on critical roles (What are the

critical roles? do we have the right people in

these roles?)

• Staffing needs (What is the performance

overall? Who are the top performers? Are

staff qualified and competent as per new

competencies?)

Why• Gain deeper insight into the quality of staff

and leadership, role alignment, staffing

needs, structure, and process to properly

define solutions and prioritize action steps

What

Strategy Development and action plan

Use Network-Wide Talent Management Strategy to prioritize the

talent strategies and tactics relative to your United Way. Set goals with

measurable targets.

example of getting Specific

Weakness area: “Mobilize Resources”

Why: Staff misalignment and underperformance (out of five staff—two are

excellent performers, three underperform); Staff does not have the re-

quired competencies

What we need to do:

• disengage underperformers

• Recruit new staff

• Provide development and mentoring

hoW Identify specific strategies, tactics and actions as framed within

the prioritized strategies and CUSTOMIzE to fit and address the needs of

your United Way.

• Utilize talent and development resources, tools and learning avail-

able from United Way Worldwide to support your staffing needs (e.g.

learning programs, competencies, Succession Guide, webinars,

Recruitment Guide)

Why• design a strategic plan for managing your human capital resources

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diaGnostiCs solUtion deVelopment implementation

What

Define gap

Assess the readiness and capacity

of your United Way and identify gaps

in the quality and quantity of talent

required to execute your business

strategies and goals.

hoW• Get clear on your business strategy

and goals

• What talent is needed to execute

(use new competencies for guidance)

• Assess readiness of organiza-

tional capacity and talent by using

Business Model Assessment

(Mobilization Tool)

Why• Clear picture on areas of organiza-

tional strengths and weaknesses

• Pinpoint strengths and weaknesses

in your current talent management

systems and capabilities

What

Define needs and Solutions

Understand and define talent management

needs your United Way will need to focus on to

close talent gaps.

hoW• Review areas of weakness (Why are we

underperforming? do we have the right talent,

structure, processes, resources in place? Are

people in right positions— the talent fit?)

• Talent I have vs. talent I need—Assess readi-

ness and capacity of staff and leadership by

using Performance Evaluation aligned with

new competencies

identify solution sets—based on priorities

to execute on the business strategy:

• Get clear on critical roles (What are the

critical roles? do we have the right people in

these roles?)

• Staffing needs (What is the performance

overall? Who are the top performers? Are

staff qualified and competent as per new

competencies?)

Why• Gain deeper insight into the quality of staff

and leadership, role alignment, staffing

needs, structure, and process to properly

define solutions and prioritize action steps

What

Strategy Development and action plan

Use Network-Wide Talent Management Strategy to prioritize the

talent strategies and tactics relative to your United Way. Set goals with

measurable targets.

example of getting Specific

Weakness area: “Mobilize Resources”

Why: Staff misalignment and underperformance (out of five staff—two are

excellent performers, three underperform); Staff does not have the re-

quired competencies

What we need to do:

• disengage underperformers

• Recruit new staff

• Provide development and mentoring

hoW Identify specific strategies, tactics and actions as framed within

the prioritized strategies and CUSTOMIzE to fit and address the needs of

your United Way.

• Utilize talent and development resources, tools and learning avail-

able from United Way Worldwide to support your staffing needs (e.g.

learning programs, competencies, Succession Guide, webinars,

Recruitment Guide)

Why• design a strategic plan for managing your human capital resources

step 3

24

United Way

To drive change and create better opportunities for our communities, United Way must move

from a decentralized set of independent organizations loosely connected by mission, brand and

knowledge sharing, to a network of interdependent organizations that are mutually accountable to

each other for performance and results around a common outcome: advancing the common good

through the building blocks of a good quality of life—education, income and health.

What We need to do—and Why • Adopt a network-wide talent management strategy and ensure talent management is one of

the top organizational priorities. Our organization’s success is powered by our people and we

provide service to communities through our people. We must align our talent around the com-

mon set of competencies and implement succession planning for CEOs.

• Provide developmental opportunities, mentoring and coaching for high-performing and high-

potential talent within the organization and network wide. Teams with the best people can

perform at a higher level. Great performance equals great results.

• Attract, develop and retain talent to sustain competitive advantage—the quality of our people

is our competitive differentiator—our people create relationships and raise resources. To

deliver top-line growth of resources and results in communities, even the best people need to be

engaged, developed and rewarded.

United Way must maintain its reputation and long-term stability by ensuring the high-quality

of leadership and staff qualified and ready to execute on the United Way business model and

strategic priorities.

This builds a culture of interdependence and mutual accountability, strengthens relationships

across the network, and it will help us achieve impact and drive sustainable change against the

most critical issues our communities.

cOnclUSIOn

25


United Way talent manaGement resoUrCes Available on United Way Online under the Career tab by clicking on Professional development.

Talent Strategy • Comprehensive Network-Wide Talent

Management Strategy (document)

• Network-Wide Talent Management Strategy

Overview (brochure)

competencies • United Way Organizational Competencies

• United Way CEO Competency Model

• United Way Professional Core competencies

for ALL United Way staff, across all roles

and functions

• United Way volunteer Leadership

Competencies

• Relationship Management Competency Model

Note: All competencies are available as individ-

ual sets and also as a comprehensive set within

the “United Way Competencies Portfolio.”

executive Search • Executive Search Guide

• CEO Job description

Succession Management • Succession Guide and Toolkit

Onboarding • Onboarding Guide for New

United Way Executives

coming in 2013 • United Way Functional Competencies for

Critical Roles

° Resource development

° Community Impact

° Marketing and Communication

• Recruitment Guide & Toolkit

• Mentoring Program

• Central Talent Pool (online database for

tracking and engaging high-performing

talent—coming in 2013/2014)

• CEO Performance Evaluation System

Who to ContaCtiRena DjoRDjevic-BeheRy

director, Talent Management

United Way Worldwide

[email protected]

+1 703.836.7112 ext. 523

RichaRD Devine

Senior vice President, Field Engagement


[email protected]

+1 703.836.7112 ext. 832

26

talent initiatiVe teamUnited Way as a network has developed a comprehensive network-wide talent management strategy to support and guide

an aligned approach to recruiting, developing and retaining talent consistently across the network worldwide. By having

an effective and implemented talent management strategy, we will have leadership and staff who are fully competent and

ready to execute on the United Way business model and strategic priorities. This acknowledgment is to THANK the Talent

Initiative Team members (listed in continuation of this document) for dedicating their expertise, time and passion to creating

the talent management strategy for the United Way network. Thank you to ALL United Way colleagues who have contrib-

uted and are yet to contribute by adopting and implementing the United Way network-wide talent management strategy.

Congratulations to ALL of us on this great accomplishment.

chaireRic D. DeWey

CEO & President

United Way of Metropolitan Nashville

executive SponsorBRian j.g. lachance

Chief of Staff


project manageriRena DjoRDjevic-BeheRy

director, Talent Management


team membersnancy ahlRichS

United Way of Central Indiana

SaRah BeRthelot

United Way of Acadiana

michael BRennan

United Way for Southeastern Michigan

amBeR BuSchmann

United Way of dane County

Kevin caRney

United Way of Massachusetts Bay and

Merrimack valley

RonalD caRR

United Way for Southeastern Michigan

BaRBaRa couto Sipe

United Way of Greater Richmond

and Petersburg

liSa (SieRen) cuShatt

United Ways of Iowa

RichaRD Devine


Kathy Doty

United Way of Greater Toledo

miKe fanDey


lynn giaRDinelli

United Way of Greater Philadelphia and

Southern New Jersey

maRveen henDeRSon


eva Kmiecic

United Way of Canada—Centraide Canada

cynthia Koenig

United Way of Metropolitan dallas

mattheW levin-StanKevich

United Way of the National Capital Area

alex maRtinez

United Way of New york City

iRa muRRay

United Way of the Capital Area

cheRyl nelSon

United Way of Central Ohio

laRRy olmSteaD

United Way Silicon valley

juanita oRtiz


chRiStopheR RiKeR

United Way of the Battle Creek and

Kalamazoo Region

KaRen SpRigle

United Way of San diego County

aDRiana Stoica

United Way Worldwide—Europe Region

yvonne gRay WaShington

United Way of Greater Cincinnati

maRy jo WigginS

United Way of Metropolitan Nashville

27

28

United Way

29


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LIVE UNITED

united Way Worldwide701 North Fairfax StreetAlexandria, virginia 22314 U.S.A.unitedWay.org

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