’RULES’ OF ENGAGEMENT4al4sbp593m1bqap6bqm6chx-wpengine.netdna-ssl.com/...‘RULES’ OF ENGAGEMENT Drivers of employee engagement include the development and maintenance of employee

’RULES’ OF ENGAGEMENT

FOREWORD 2

‘RULES’ OF ENGAGEMENT 2

ONBOARDING 3

PROFESSIONAL DEVELOPMENT 4

CAREER PATHS 5

COMMUNITY IMPACT 6

CONCLUSION 8

H E L I O S W H I T E P A P E R S E R I E S

Helios White Paper | Human Capital Rising ©2012 All Rights Reserved. 2

“Engaged organizations have 3.9 times the earnings per share (EPS) growth rate compared to organizations with lower engagement in their same industry.”1

FOREWORDEmployee engagement is the willingness of employees to exceed responsibilities and

expectations and remain committed to an organization. Founded by Helios HR (Helios), a

human capital consulting firm, the Helios Apollo Awards celebrate organizations that create this

experience by making employee growth and development an integral part of their culture.

The 2012 Apollo Award Honorees span multiple spectrums. Their numbers of full-time

employees range from five (5) to nearly 25,000; they have been in operation from four

(4) to over 160 years; and they operate in markets varying from government contracting

to hospitality and nonprofit. Despite these vast differences in demographics, these

organizations possess a common element that creates a powerful bond between them:

Apollo Award Honorees are committed to employee growth and development — one of

the most influential catalysts for employee engagement.

The statistical information contained in this report reflects national studies and Apollo

Award Honoree examples that demonstrate a direct correlation between employee

development and employee engagement as well as the profound effect ‘engagement’

has on organizational achievement. Specifically, this information demonstrates how

development activities within employment generate employee engagement.

Organizations with a stronger dedication to employee development, involvement, and

commitment than their counterparts reap the rewards of increased productivity, innovation,

social goodwill, and ultimately competitive advantage.

‘RULES’ OF ENGAGEMENTDrivers of employee engagement include the development and maintenance of employee

knowledge, skills, and abilities. This process requires time, effort, and financial support, but

yields a high return on investment.

The impact of employee engagement is supported in a Gallup study of 152 organizations,

across 7 industries, in which Gallup found, “engaged organizations have 3.9 times the

earnings per share (EPS) growth rate compared to organizations with lower engagement in

their same industry”, and that the loss of productivity resulting from disengaged workers

costs the US workforce more than $300 billion.1


Rule #1Deliver well developed assimilation programs to create connectedness and optimize productivity.

Helios has identified four main areas of employment in which the opportunity to increase

employee engagement is significant. To capitalize on these areas, organizations are

encouraged to consider four critical ‘Rules’ of Engagement:

Rule #1 Onboarding: Deliver well developed assimilation programs to create

connectedness and optimize productivity

Rule #2 Professional Development: Develop employee strengths and create social

learning communities to drive employee engagement

Rule #3 Career Paths: Map out a clear path for long term growth that fosters

knowledge sharing and mutually beneficial relationships

Rule #4 Corporate Social Responsibility: Develop leadership while connecting

employees to the larger community and creating a sense of unity and

wellbeing

These four areas create a path that fully engages employees through all stages of

employment, and are bound by an organization’s culture and social connectedness.

ONBOARDINGAccording to a benchmark study by Aberdeen Group, organizations with mature

onboarding programs achieve 75% of established annual goals and retain 96% of first

year employees. In comparison, organizations with underdeveloped onboarding programs

only realized 30% of established annual goals, and retained 27% of first year employees.

Additionally, organizations with more mature onboarding programs were found to have 3.5

times the number of highly engaged employees than their bottom counterparts.2

After enhancing their onboarding process in 2011, professional services firm Evans

Incorporated* integrates employees into a client site 300% faster than in previous years.

The company attributes this rapid time-to-productivity, and increased revenue, to the

comprehensive onboarding process which more robustly immerses new employees into

their culture and business, and better prepares employees for earlier success.

Leading organizations execute onboarding programs that holistically immerse employees

into the organization’s culture and business. Programs may last up to a year with stages

designed to instill shared values and purpose. Key elements include demonstrating


Rule #2Develop employeestrengths and create social learning communities to drive employee engagement.

enthusiasm and support while educating employees on roles, organizational objectives,

capabilities, and other aspects impacting the mission, vision, and bottom line. As indicated

in the statistics above, the return on investment may include 60% higher achievement of

established annual organizational goals (75% vs. 30%), and 72% higher retention of first

year employees (96% vs. 27%).

To engage employees in organizational culture, welcome gifts and branded materials

are now paired with strategically purposed meetings, events, and mentor programs. The

Northern Virginia consulting firm, Infinitive Inc.*, demonstrates these key elements by

generating new hire excitement with a champagne celebration, the employee’s name on

a big screen, balloons, gift bags, and a private lunch with key executives. This is followed

by a year-long onboarding program including scheduled touch points, training events, peer-

mentors, and a trained Infinitive coach, who continues support throughout the employee’s

tenure. This continuous demonstration of employee development may be a reason

turnover continues to be low.

Overall, onboarding programs are demonstrating a stronger commitment to employee

engagement in organizational culture and business. Employees are receiving deeper

exposure to strategy and information in a shorter amount of time than in years past, and

leading organizations are compounding this early progress with continued professional and

career development.

PROFESSIONAL DEVELOPMENTOrganizations compete for highly innovative and knowledgeable talent to deliver best-in-

class performance. Today, more organizations are focused on effectively developing talent

to create or maintain a competitive advantage. In 2011, despite the current economy, US

training expenses increased by 13% to $59.7 billion.3

Organizations are focusing on the development of employee strengths, which generates

employee engagement and can directly impact business. According to a Gallup poll, of

the people who felt their manager focused on their weaknesses, 22% were actively

disengaged, compared with only 1% active disengagement among workers who felt

their manager focused on their strengths. Additionally, 74% of employees provided

with the opportunity to focus on their strengths indicated they would recommend their

organization’s services, compared to the 29.4% of the employees who were unable to

focus on their strengths.4


Walker & Dunlop*, a leading financer for commercial real estate, believes in leveraging

employee strengths. From open discussions and assessments with employees, managers

chart employee interests and career aspirations. They then partner with HR to identify

employee strengths to be leveraged in support of career development. This strategic focus

has been instrumental in preparing Walker & Dunlop employees for career advancement,

and in 2011, the company promoted over 20% of its workforce.

Robust programs contain a variety of delivery methods and align with employer needs

and organizational goals. American Society for Training and Development (ASTD) reports

that of all formal training methods, instructor led classroom training still accounts for

nearly 60%, while self-paced online training accounts for approximately 18%.5 While

formal instructor led training is still a valued method, pioneers in the area of talent

development are also creating formal and informal social learning communities that foster

the exchange of information and resources. Through this initiative, shared workspaces

and electronic collaboration systems, such as SharePoint, are already used by 39.6% of

Baby Boomers, 44.7% of Generation Xers, and 43.9% of Millennials.6 Additionally, 25%

of the companies surveyed by Training Industry, Inc. indicated their intent to begin using

“mobile, communities of practice, mentor networks and expert directories in their learning

strategy”,7 and the Society of Human Resource Management (SHRM) reports that 52% of

HR professionals state they are expanding the use of “e-learning”.8

Apollo nominees appear to understand the benefits of technology to support learning;

98% of Honorees for the 2012 program reported using web-based training. Booz Allen

Hamilton* demonstrates innovation by leveraging their social networking portal for

mentoring and providing suggested mentor/mentee matches based on commonalities

between employee profiles.

High performing organizations take professional development to the next level by

developing talent beyond skills and abilities. They commit to providing mentoring that

advances behaviors and performance for use throughout employee careers.

CAREER PATHS Organizations are placing an increased focus on structured, progressive activities for

employee career development. They are adopting and executing succession planning

strategies and creative mentoring programs to engage employees in knowledge transfer

and sustainability.

Use of Shared Workspaces and Collaboration Systems Across Generations

Rule #3Map out a clear pathfor long term growththat fosters knowledgesharing and mutuallybeneficial relationships.


According to research by Trends Magazine, addressing the skills gap caused by departing

Baby Boomers is one of the top two challenges that organizations must face in order to

sustain growth. Researchers estimate that by 2020, the demand for talented employees

will exceed 123 million positions, but only 50 million Americans will have the skills to

qualify for such jobs; thereby producing a shortage of 73 million skilled workers.9

This talent gap will have a significant strategic impact on organizations. A survey

conducted by SHRM found that 57% of the HR professionals responding stated that such

skill shortage would have more than an operational impact but rather a major strategic

impact. In response to such demographic trends, 53% of survey respondents indicated

their organizations were actively investing more in training and development to elevate

employee skills, while an additional 22% of respondents were planning to increase

investments in this area.10

Furthermore, when a skill gap coincides with a disengaged workforce the impact is

significant. The Bureau of Labor Statistics expects “replacement needs to account for

63% of the approximately 54.8 million job openings between 2010 and 2020.”11 Many

organizations are identifying and developing internal talent to succeed leaders exiting the

workforce. This assures business continuity and defines clear career growth paths to keep

the existing workforce engaged.12

Another vehicle for addressing the talent-skill gap is mentoring. In response to existing

demographic and economic factors, organizations are moving towards career development

strategies that include knowledge sharing through various mentoring programs.13 A

Harvard Business Review article entitled Keeping Great People with Three Types of

Mentors further outlines the correlations between mentoring and engagement; “when

people feel that they understand their current role, its impact and where it can take them

next in a company, it leads to higher levels of satisfaction and motivation.”14 Data collected

through Market Connections from Apollo nominees in 2010 and 2011 demonstrates how

mentoring among learning-focused organizations in the Washington Metropolitan area has

increased from 64% to 79% respectively.15

Herren Associates*, a leading engineering and management consulting firm, has a

comprehensive mentoring program with an employee participation rate of 75%. The

program includes commitment agreements and guidelines to manage the expectations

and monitor progress for both the mentor and mentee. Herren Associates states the

benefits of their mentoring program include an increase in employee confidence, the

Researchers estimate that by 2020, the demand for talented employees will exceed 123 million positions, but only 50 million Americans will have the skills to qualify for such jobs.


assimilation of job and culture, and greater connectedness. When a program is aligned to a

company’s core values and executed with commitment, the outcome can be exponential.

Despite the current volatile economic environment, organizations are increasing their

training activities and investments, and leveraging the ability to attain knowledge and

skills through other sources. The overall approach provides a significant opportunity to

develop abilities and assess aptitude.

COMMUNITY IMPACTRecognizing the additional value created by engaging employees in the community,

organizations are weaving Corporate Social Responsibility (CSR) into all aspects of their

strategy and operations. This creates a competitive advantage by organically attracting

and growing talent. The 2011 Deloitte Volunteer IMPACT survey reveals 70% of Millennials

strongly favor organizations focused on CSR, and among the respondents who never or

rarely volunteer, 61% would likely use it as a factor when deciding between two similar

positions.16 Leadership and professional skills are developed through these programs and

contribute to organizational aptitude and return on investment and community impact.17

A quarterly analysis by Gallup found that 52% of the highly skilled mid-aged workforce

does not feel engaged or connected to their work.18 Organizations are creating unity

through outreach programs that are important to employees. Research shows there is

a positive correlation between a sense of wellbeing and various outreach initiatives

like volunteering time or making donations to help others.19 As organizations strive to

keep employees engaged, as well as reduce costs associated with increasing stress and

healthcare expenses, CSR is becoming a prime vehicle for positive human impact.

In addition, external factors and pressures from stakeholders including Board of Directors,

C-Suite executives and employees are also creating a compelling cause for adopting

sustainable business practices and CSR. According to research conducted by SHRM, along

with Business for Social Responsibility, and Aurosoorya (an analytics company), 72% of

the 583 HR professionals surveyed indicated that their organization engages in sustainable

workplace or business practices. 20 The research further highlights that key success factors

for organizations include:

• aligning community programs to organizational goals and internal commitment

• staying connected with the external environment and community

• sharing knowledge for the greater good.

Rule #4Connect employees to the larger community to create a sense of unity and wellbeing.

“52% of the highly skilled mid-aged workforce does not feel engaged or connected to their work.”


Furthermore, program size is found to be less important than the quality and alignment of

programs. Companies can look inward to determine how they choose to make an impact

and keep employees connected.

Large organizations with deep pockets are not the only ones participating in the push

for community involvement. CSR is not a one size fits all. Small organizations with large

outreach programs, like Evans Incorporated, are making their mark with programs that are

aligned and important to their people. For instance, Evans made CSR their own when their

entire 15 person team prepared ready-to-cook meals at a Let’s Dish store for distribution

through the Arlington Food Assistance Center (AFAC). This voluntary event had 100%

employee participation, and many invited their significant other. Evans Incorporated notes

“what was intended to be a simple volunteer event, turned into a great team building

opportunity as teams of four competed against each other to prepare the best meals and

sport the standard apron and handkerchief gear.” Throughout the year Evans Incorporated

employees took the idea even further donating 200 pounds of food to AFAC.

Personal touch is also important, and doing random acts of kindness for strangers is reported

to have the highest impact.21 ROCS*, a small entry level staffing firm, established the ROCS

Toy Donation Story in which the organization’s employees rented a moving truck and took

the entire team to shop for toys during the holidays. The small team of eight gathered 20

carts full of toys and personally delivered the gifts to kids of Big Brothers Big Sisters of the

National Capital Area. When people see their role as part of a greater purpose or a larger

good, they are more likely to stay actively involved in moving the organization forward.

In order for programs to be successful they have to be executed with commitment.

Pariveda Solutions* (a technology consulting company founded in 2003 with 269 full-

time employees) has demonstrated ongoing commitment to various charitable events

and logged over 8,300 hours of community service equating to over $1 million dollars of

billable time. The culture of interconnectivity and giving is driven from the top as each Vice

President reports more than 60 hours of service per year. Pariveda states, “many of our

employees are service oriented to begin with and are always looking for opportunities to

better their community. […we] truly care about giving back and helping others in the most

genuine way possible.”

Organizations are seeing additional benefits of giving back. At Center for Innovative

Technology, Inc.*, a nonprofit dedicated to advancing new technology, one Executive

Assistant says, “[participating] with co-workers was not only a fun experience, but


extremely rewarding. I relished the opportunity to get to know my colleagues and help

our community.”

Based on these trends it is clear that performance metrics for organizations are not just

focused on bottom-line impact, but also significant return on engagement from activities

with high social impact.

CONCLUSIONIn many instances, the long-term benefits and impact of using employee development to

engage staff outweighs the short-term investment. While profitability may be a compelling

enough reason alone, engaging employees through learning and development functions

produces additional results including:

• Fostering an environment where employees feel compelled to transfer intellectual

knowledge and motivate employees to share knowledge.

• Maintaining a competitive advantage by attracting and retaining top talent during

skill labor shortages.

• Providing clarity and purpose for employees, thereby increasing productivity and

engagement.

• Reducing costs, such as those associated with recruiting, by tapping into and

developing talent from within the organization.

• Creating a positive reputation through goodwill and social impact.

Through onboarding, employee development, career paths, and corporate social

responsibility, employers are able to engage their human capital and maximize

organizational success.

*Apollo Honoree

To assess your organization’s current onboarding, professional development, career pathing, and community engagement, please use the complimentary self-assessment worksheet at the end of this paper or visit http://www.helioshr.com/resources/helios-hr-white-papers-and-articles/rules-of-engagement for an electronic version of the self-assessment.

ABOUT HELIOS

Helios creates customized human capital

management solutions that attract, retain,

develop and engage the kind of employees

your organization needs — skilled, dedicated

professionals that help achieve your goals.

Helios is dedicated to unleashing the

potential of your workforce.

http://www.helioshr.com/resources/helios-hr-white-papers-and-articles/rules-of-engagement


WORKS CITED

1) Harter, James K., Frank L. Schmidt, Emily A. Killham, and Sangeeta Agrawal.

Q12 Meta-Analysis: The Relationship Between Engagement at Work and

Organizational Outcomes. Gallup, Inc., Aug. 2009. PDF.

2) Lombardi, Mollie. Onboarding 2011: The Path to Productivity. Boston:

Aberdeen Group, Inc., 28 Feb. 2011. PDF.

3) “2011 Training Industry Report.” Training Magazine Nov.-Dec. 2011: 22-34.

Print.

4) Gallup Consulting. Advertisement. Gallup, Inc. Gallup, Inc., 2008. Web. 30

Apr. 2012. http://www.gallup.com/consulting/122993/Strengths-Based-

Development-Brochure.aspx.

5) “2011 Training Industry Report.” Training Magazine Nov.-Dec. 2011: 22-34.

Print.

6) Patel, Laleh. 2010 State of the Industry Report. Alexandria: American Society

for Training & Development. PDF.

7) Effectively Using Techonology-Enabled Informal Learning. Training Industry,

Inc. and Intrepid Learning Solutions, 2010. PDF.

8) Aitken, Mike, Evren Essen, Lisa Horn, Nancy Lockwood, Andrew Mariotti, and

Mark Schmit. Workplace Forecast. Alexandria: Society for Human Resource

Management, 2011. PDF.

9) “Restoring America’s Economic Vitality.” Trends September 8.9 (2011): 3-5.

http://www.crucialtrends.com. Web. 30 Apr. 2012.

10) Aitken, Mike, Evren Essen, Lisa Horn, Nancy Lockwood, Andrew Mariotti, and

Mark Schmit. Workplace Forecast.

11) Bureau of Labor Statistics, U.S. Department of Labor, Occupational Outlook

Handbook, 2012-13 Edition, Projections Overview, on the Internet at http://

www.bls.gov/ooh/about/projections-overview.htm (visited April 30, 2012)

12) Patel, Laleh. 2010 State of the Industry Report. Alexandria: American Society

for Training & Development. PDF.

13) Lagow. Future Insights. Alexandria: Society for Human Resource Management,

2011. PDF.

14) Tjan, Anthony K. “Keeping Great People with Three Kinds of Mentors.” Web

log post. Harvard Business Review Blog Network. Harvard Business Review,

12 Aug. 2011. Web. http://blogs.hbr.org/tjan/2011/08/keeping-great-

people-with-thre.html.


15) Apollo Awards Nominations. 2009-2011. Raw data. Helios HR, LLC, Reston.

16) 2011 Executive Summary Deloitte Volunteer IMPACT Survey. Deloitte

Development LLC, 2011. PDF.

17) Lagow. Future Insights. Alexandria: Society for Human Resource

Management, 2011. PDF.

18) Blacksmith, Nikki, and Jim Harter. “Majority of American Workers Not

Engaged in Their Jobs.” Gallup.com. Gallup, Inc., 28 Oct. 2011. Web. 1 May

2012. http://www.gallup.com/poll/150383/Majority-American-Workers-

Not-Engaged-Jobs.aspx.

19) English, Cynthia, and Julie Ray. “Worldwide, Personal Wellbeing Related

to Civic Engagement.” Gallup.com. Gallup, Inc., 28 Jan. 2011. Web. 01

May 2012. http://www.gallup.com/poll/145811/Worldwide-Personal-

Wellbeing-Related-Civic-Engagement.aspx.

20) Felgley, Shawn, Jennifer Schramm, Evren Esen, Mark Schmit, Justina Victor,

Eric Olson, and Pravir Malik. Advancing Sustainability: HR’s Role. A: Society

for Human Resource Management, 2011. PDF.

21) English, Cynthia, and Julie Ray. “Worldwide, Personal Wellbeing Related

to Civic Engagement.” Gallup.com. Gallup, Inc., 28 Jan. 2011. Web. 01

May 2012. http://www.gallup.com/poll/145811/Worldwide-Personal-

Wellbeing-Related-Civic-Engagement.aspx.

Helios White Paper | Human Capital Rising ©2012 All Rights Reserved. 121925 Isaac Newton Square East, Suite 200, Reston, VA 20190

HeliosHR.com | [email protected] | 703.860.3882

Authors: Holst, Stacey, SPHR, Human Resource Business Partner, Helios HR, LLC;

Santamaria, Gabriela, Human Resource Business Partner, Helios HR, LLC.

Project Team: Albarado, Kathy, CEO, Helios HR, LLC; Blood, Mary Browse, PHR, Human

Resource Business Partner, Helios HR, LLC.

Editing: Blood, Mary Browse, PHR, Human Resource Business Partner, Helios HR, LLC;

Poulias, Christine, Administrative Assistant, Helios HR, LLC; Singh, Elizabeth, SPHR, Senior

Human Resource Business Partner, Helios HR, LLC

Design: Red Thinking LLC, www.redthinkingllc.com

Helios would like to extend a special thanks to Apollo Award Honorees that allowed us to

share their stories: Evans Incorporated, Infinitive Inc., Walker & Dunlop, Booz Allen Hamilton

Inc., Herren Associates, ROCS, Pariveda Solutions, and Center for Innovative Technology, Inc.

This report is published by Helios HR, LLC. (Helios). All content is for information purposes

only and is not to be construed as guaranteed outcome.

©2012 Helios HR, LLC All rights reserved.

For more information, please contact:

Helios

1925 Isaac Newton Square, East

Suite 200

Reston, VA 20190

(703) 860-3882

www.helioshr.com

ARE YOU PROVIDING A CULTURE OF LEARNING?Fundamental Assessment of Organizational Metrics, Strategy and Programs for Employee Development

Are You Providing A Culture of Learning?, © 2012 Helios HR, LLC. All rights reserved.

Are You Providing A Culture of Learning?, © 2012 Helios HR, LLC. All rights reserved. 1

Please answer the questions below to perform a fundamental assessment of the metrics and strategy of your organization’s Onboarding program. Selecting all answers on the far right suggests your program is impactful and in alignment with an organizational strategy.

Please answer the questions below to perform a surface-level assessment of how the components of your onboarding program compare to some current trends and general best practices. Answering ‘Yes’ to all or most questions suggests your organization may have a well developed program.

ONBOARDING

How is the overall onboarding program evaluated?No Program

Informal Unmeasured

Program

Formal Unmeasured Program

Formal Measured Program

Formal Measured Program, Regularly

Assessed

To what degree does the program align with the organization’s values?

Not EvaluatedNo Alignment with

Values

Some Indirect Alignment with

Values

Some Direct Alignment with

Values

Significant Alignment with

Values

To what degree does the program align with the organization’s objectives?


Objectives


Objectives


Values


Values

In terms of making a positive impact to the organization’s objectives, how successful is the program?

Not Measured No ImpactSome Indirect

ImpactSome Measured

ImpactSignificant Measured

Impact

Of the people who have participated in this program, how many have successfully completed one year of employment?

Not MeasuredHigh Resignations or Performance

Issues

Moderate Resignations or

Performance Issues

Few Resignations or Performance Issues

No Resignations or Performance Issues

Do you provide new employees organization branded material to foster unity? (i.e., coffee mugs, shirts, notepads)

NoCurrently Developing Or

Needs RefiningYes

Do you plan social events specifically to assimilate new employees? (i.e., lunches, happy hours)


Needs RefiningYes

Do you provide a new-hire mentor/buddy program? NoCurrently Developing Or

Needs RefiningYes

Does your onboarding program include meetings with all departments? NoCurrently Developing Or

Needs RefiningYes

Do you educate new employees on organizational capabilities and the interrelationships between department/functions providing these services?


Needs RefiningYes

Do you educate new employees on the organization’s history, mission, vision, values, strategy and objectives?


Needs RefiningYes

Do you provide new hires with clear objectives and formal feedback at specified intervals? (i.e., 30, 90, 180 days)


Needs RefiningYes

Do you obtain feedback from new hires and regularly adjust the program for greater success?


Needs RefiningYes

Missing Opportunity On Your Way Fabulous Job

Consider Implementing Maintain Focus Continue to Assess


Please answer the questions below to perform a fundamental assessment of the metrics and strategy for your organization’s Professional Development program. Selecting all answers on the far right suggests your program is impactful and in alignment with an organizational strategy.

Please answer the questions below to perform a surface-level assessment of how the components of your Professional Development/Training program compare to some current trends and general best practices. Answering ‘Yes’ to all or most questions suggests your organization may have a well developed program.

How is the professional development program evaluated?No Program Informal Program




Assessed

What is the participation level among eligible employees? No Participation 0-24% Participation25-49%

Participation50-74%

Participation75-100%

Participation

What is the participation level among eligible members of senior leadership?

No Participation 0-24% Participation25-49%

Participation50-74%


Participation



Values


Values


Values


Values



Objectives


Objectives


Objectives


Objectives



ImpactSome Measured

ImpactSignificant Impact

Do employees share knowledge and experience with others using coordinated methods? (i.e., social learning community, brown bag lunches)


Needs RefiningYes

Do you offer an educational assistance program? (i.e., tuition assistance, flexible schedules for classes)


Needs RefiningYes

Do you offer a formal cross-training program to employees? NoCurrently Developing Or

Needs RefiningYes

Do you provide allowances for employees to obtain professional certification? NoCurrently Developing Or

Needs RefiningYes

Do you provide employees with instructor lead training (whether internal, external, or online)


Needs RefiningYes

Do you provide access to self-paced online training? NoCurrently Developing Or

Needs RefiningYes

Does your organization focus on developing employee strengths? NoCurrently Developing Or

Needs RefiningYes



PROFESSIONAL DEVELOPMENT/TRAINING


Please answer the questions below to perform a fundamental assessment of the metrics and strategy for your organization’s Career Path / Development program. Selecting all answers on the far right suggests your program is impactful and in alignment with an organizational strategy.

Please answer the questions below to perform a surface-level assessment of how the components of your Career Path / Development program compare to some current trends and general best practices. Answering ‘Yes’ to all or most questions suggests your organization may have a well developed program.

How is the overall career development program evaluated?No Program Informal Program




Assessed


Participation50-74%


Participation



Participation50-74%


Participation



Values


Values


Values


Values



Objectives


Objectives


Objectives


Objectives



ImpactSome Measured


To what degree does your organization have a program to develop high potential talent?

No Program Informal ProgramFormal Unmeasured

ProgramFormal Measured

Program


Assessed

Do employees and managers collaborate to create individual Development Plans? NoCurrently Developing Or

Needs RefiningYes

Does your organization have a written career path that includes the competencies expected at each position level?


Needs RefiningYes

Do you have a formal program for seasoned employees to mentor those with less experience?


Needs RefiningYes

Do you have a formal peer-to-peer mentoring program? NoCurrently Developing Or

Needs RefiningYes

Do you offer formal sessions with trained coaches? NoCurrently Developing Or

Needs RefiningYes

Do you have mechanisms in place to provide meaningful and constructive performance feedback? (i.e., 360o feedback reviews, client scorecards, performance evaluations)


Needs RefiningYes

Does your organization have a succession plan? NoCurrently Developing Or

Needs RefiningYes

Does your organization’s succession plan include an individual learning plan? NoCurrently Developing Or

Needs RefiningYes



CAREER PATH/DEVELOPMENT


Please answer the questions below to perform a fundamental assessment of the metrics and strategy for your organization’s CI program. Selecting all answers on the far right suggests your program is impactful and in alignment with an organizational strategy.

Please answer the questions below to perform a surface-level assessment of how the components of your CI program compared to some current trends and general best practices. Answering ‘Yes’ to all or most questions suggests your organization may have a well developed program.

How are the overall benefits of the program to the organization measured?

No Program Informal ProgramFormal Unmeasured

ProgramFormal Measured

Program


Assessed


Participation50-74%


Participation



Participation50-74%


Participation



Values


Values


Values


Values



Objectives


Objectives


Objectives


Objectives

To what degree does the program align with community needs?


ImpactSome Measured


Do your CI programs create opportunities for employees to develop leadership skills? NoCurrently Developing Or

Needs RefiningYes

Do your CI programs create opportunities for employees to develop camaraderie? NoCurrently Developing Or

Needs RefiningYes

Does your CI program provide opportunities for employees to develop job related knowledge, skills, and abilities?


Needs RefiningYes

Do employees participate in the identification and planning of CI programs? NoCurrently Developing Or

Needs RefiningYes

Do your CI Programs create opportunities for employees to interact with senior leaders and top talent?


Needs RefiningYes



COMMUNITY IMPACT (CI)

Authors: Holst, Stacey, SPHR, Human Resource Business Partner, Helios HR, LLC; Santamaria, Gabriela, Human

Resource Business Partner, Helios HR, LLC.

Editing: Blood, Mary Browse, PHR, Human Resource Business Partner, Helios HR, LLC; Poulias, Christine,

Administrative Assistant, Helios HR, LLC; Singh, Elizabeth, SPHR, Senior Human Resource Business Partner,

Helios HR, LLC

Design: Red Thinking LLC, www.redthinkingllc.com

This worksheet is published by Helios HR, LLC. (Helios). All content is for information purposes only and is not to

be construed as guaranteed outcome.

©2012 Helios HR, LLC All rights reserved.

For more information, please contact:

Helios

1925 Isaac Newton Square, East

Suite 200

Reston, VA 20190

(703) 860- 3882

www.helioshr.com


Documents

’RULES’ OF ENGAGEMENT4al4sbp593m1bqap6bqm6chx-wpengine.netdna-ssl.com/...‘RULES’ OF ENGAGEMENT Drivers of employee engagement include the development and maintenance of employee