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1 In partnership with Aspatore Books 2010 Books24x7 . All rights reserved. Reproduction in whole or part is prohibited without the prior written permission of the publisher. This ExecBlueprints document was published as part of a subscription based service. ExecBlueprints , a Referenceware collection from Books24x7, provides concise, easy to absorb, practical information to help organizations address pressing strategic issues. For more information about ExecBlueprints , please visit HR leaders from Mitchell International, Silverton Bank, and University of Miami Hospital on:The ROI of Talent: How the Employee Lifecycle Can Improve Business EfficiencyJack Farnan Senior Vice President, Human Resources, Mitchell InternationalMonica Z.

2 Anderton, SPHR Senior Vice President, Human Resources, Silverton Bank Douglas Director, Human Resources, University of Miami HospitalAs HR professionals, your role in managing your company s workforce necessarily extends across the employment life cycle from the time people first apply for a position until they leave the company. While this has always been the case, these days your workforce is probably becoming more diverse, consisting of more ages, genders, backgrounds, and education levels. At the same time, your baby-boomer-aged leadership may be approaching retirement. This ExecBlueprint addresses numerous ways that HR can and should proactively respond to this evolving environment.

3 The first is to recruit carefully: use behavior-based interviewing techniques and cross-functional teams. Then, identify high potentials through thorough performance-review processes. In addition to offering rewards, work with their supervisors to expose these people to top management and new opportunities. Keep the process as transparent as possible. And, through it all, work with leadership to develop a consistent man-agement philosophy, one that is sufficiently robust to permeate the culture of all your company s departments. nAction Points I. What Are Key Considerations to Developing Employees of All Ages?Regardless of age, people tend to respond to such universally positive human attributes as respect, fairness, and trust.

4 However, companies who do employ people of many ages may need to more closely address individualized methods for providing constructive performance feedback, training and development opportunities and promotions. II. The Bottom LineMeasuring an ROI for your talent management and development processes is, unfortunately, not an exact science because it also needs to account for soft aspects such as employee satisfaction that can result in hard numbers such as retention rates. Consequently, plan to conduct surveys as well as crunch sales and productivity numbers. III. Must-Have Practices for Recruiting and Developing All EmployeesIf you are careful to employ behavior-based interviewing processes (involving cross-functional teams), clear, welcoming on-boarding programs, and numerous education programs that are geared to people with different backgrounds and learning preferences, you will most likely be successful in building a diverse, loyal, and productive team.

5 IV. The Golden Rules for Evaluating and Rewarding Superior PerformanceIf your company has not already begun promoting members of generations X and Y into senior-level positions, it will need to begin, soon. As HR professionals, one of your primary responsibilities is to identify and begin rewarding high-potential people as soon as possible with bonuses, awards, and chances to show off their skills to top management. V. Essential Take-AwaysWhile your practices for creating a company culture that attracts, grows, and retains top-quality people will be necessarily tailored to your company s mission and identity, they should be integrated into a singular management philosophy (consisting of values, rules, and standards) that is communicated clearly and applied consistently across the the Authors.

6 Farnan .. Z. Anderton, SPHR .. Douglas .. to Build Upon & Action Points .. Books24x7, 2010 About the Authors ExecBlueprints About the AuthorsJack Farnan Senior Vice President, Human Resources, Mitchell InternationalMonica Z. Anderton, SPHRS enior Vice President, Human Resources, Silverton Bank DouglasDirector, Human Resources, University of Miami HospitalJack Farnan has over 25 years of human resources experience in the public and private sectors; in com-mercial and defense-oriented companies; in large, medium, and small com-panies; in manufacturing and service- oriented companies; and in national as well as international firms. He is cur-rently senior vice president of human resources at Mitchell International, a leading supplier of software for the auto-motive collision and casualty industry, where he manages the human resources, payroll, facilities, and physical security to joining Mitchell, Mr.

7 Farnan was vice president of human resources at ComStream Corporation, a designer and manufacturer of satellite-based tele-communications systems for the interna-tional marketplace. Before that he was vice president of human resources at ORINCON, a research and development company specializing in digital signal processing, artificial intelligence, and neural Farnan is also currently an instructor in the Human Resources Leadership Program at the University of California, San Diego (UCSD). He also serves on the Human Resources Advisory Committee of the Board of San Diego s Public Library System. Monica Z. Anderton is a certified senior professional in human resources with a track record of successfully managing all aspects of the corporate human resources func-tion.

8 She has in-depth experience in a variety of diverse business environments that include both union and non-union settings for start-up high-tech, mature telecommunications, retail, and banking addition to being recognized across the HR community for her voluntarism and mentoring of young professionals, Ms. Anderton has served as the presi-dent of the SHRM Atlanta mega chapter and SHRM Georgia State Council. She holds an from Mercer University and participated in the University of Michigan s Human Resource Executive Douglas is a Jamaica native who left the island in 1988 to pursue his education and dreams in the He has a passion for the field of human resources, to which he has contributed 15 years, and has a wide range of generalist HR experience including (but not limited to) employee and labor relations, compensation, staff training and development, recruitment, and performance management.

9 Mr. Douglas holds an in busi-ness and industrial counseling and a in human resources management from Wright State University in Dayton, Ohio. He has also been certified as a Senior Professional in Human Resources from the Society for Human Resource Management (SHRM) since December 2002. Read Jack s insights on Page 3 Read Monica s insights on Page 6 Read Errol s insights on Page 9 Jack FarnanSenior Vice President, Human Resources, Mitchell International Books24x7, 2010 Jack Farnan ExecBlueprints Management Best Practices the M3 ModelThe management practice imple-mented at our company that has most helped bring out the best in our employees and contributed to corporate success is the Mitchell Management Model, commonly referred to as the M3 Model.

10 The company s management phi-losophy embodies a singular yet powerful concept. We expect that all members of our management team strive to be Managers of Choice. This requires that each manager do three things well hire the best, set clear expectations, and create a great work enable managers to achieve this goal, we have developed a comprehensive approach to manag-ing an employee s lifecycle while they re employed by Mitchell, start-ing with their initial days in the company. To ensure consistency of management practices across the organization, Mitchell manager needs to embrace this M3 Model. In essence, the model embodies four principles:1.