Transcript Session Title - CareerXroads

CXR – MBA Survey – June 2006
HELP
HELP
WANTED
WANTED
The
Staffing
Strategy
Connection
Gerry Crispin - Mark Mehler
CareerXroads
[email protected]
www.careerxroads.com
732-821-6652
1. Please estimate the number of MBAs
your firm hires on an annual basis
to work in the US
1. Please estimate the number of MBAs
your firm hires on an annual basis
to work in the US
The
Staffing
Strategy
Connection
The
Staffing
Strategy
Connection
(4)
7. “Other”
If "Yes" above (Question 6), please indicate the type of
pre-employment assessment(s) you use. Check all that
apply
The
Staffing
Strategy
Connection
1. We use no tests. Just interviews.
2. Internal assessment - personality, past performance
indicators.
3. targeted selection interviews
4. Security/Psychological Processing-Some take aptitude
tests
The
Staffing
Strategy
Connection
The
Staffing
Strategy
Connection
Other: 1. As needed; customized 2. none 3. varies - the career path is not equally applied
11. Please briefly describe the structure of the program.
-
The
Staffing
Strategy
Connection
Our six-month MBA rotation is designed specifically for the second-year MBA
student. The program consists of one-month rotations through the following
divisions: logistics, merchandising, and operations. The other two months are open
for participants to choose from among our many divisions, such as real estate,
global procurement, finance, and international. A key leader within the company
sponsors each participant during the rotation. Upon completing the rotations,
participants should be prepared to assume a key management position, working
with the sponsor and program staff to determine the first assignment. Associates
who have completed the MBA rotation have become strategic planners in our
logistics and international divisions, buyers in merchandising, and co-managers in
our stores. Experience, performance, and motivation determine how quickly MBA
rotation participants advance. Based on performance, participants are positioned to
be considered for senior management positions within three to five years. To
achieve this, participants must enhance their skills through further training and
development and through progressively challenging opportunities that can
significantly contribute to our company's business advancement. Your success
depends on you!
- We just spun off of our mother company last month. So, we are in the process of
defining processes. We believe in having MBA/leadership development in a
general and functional sense. At this time, we are choosing to make the hiring
managers the keepers of the individual/customized development with visibility to
the senior management. It's not a formal program at this point. Although our
leadership quality model is that of making the manager responsible for the
development of the individuals, we do see that creating a program with some
structure and centralized executive accountability will be key to attracting top talent.
We may borrow some of the ideas we saw with our parent company’s executive
development program.
Please briefly describe the structure of the program (cont.)
The
Staffing
Strategy
Connection
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Experienced Commercial Leadership Program (ECLP)
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2 year rotational in sales & marketing assignments
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We have a US rotational management program, which is communicated & an international
rotational program which is communicated
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In the Intelligence Community, there are no recognized MBA Hiring/Sourcing Programs. MBAs
would be among other "Business Degrees" sought, depending on the targeted skills/numbers.
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We have a MBA recruitment and development plan that involved rotation between divisions and
assignments. The development is geared toward product development managers and financial or
business unit leaders.
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Finance org runs rotational MBA program in partnership with staffing. Heavy Finance ownership
of organizing college and intern recruiting strategy and teams.
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Service & Fulfillment MBA Program: Upon completion of the S&F MBA Program, participants
will have a strong knowledge of production management and end-to-end process management. •
Two or three rotations within the Service & Fulfillment organization • Program duration: 18 – 36
months • Career path: Upon completion of the rotational program, associates may be promoted to
a process or management role, based on a satisfactory performance. Technology MBA Program:
MBA leadership rotational program spanning Wealth & Investment Management Technology,
Consumer & Small Business Banking Technology, Corporate Staff Technology, Capital Markets &
Wholesale Banking Technology and Network Computing Group. Rotational program provides the
opportunity to gain foundational knowledge of each business through 2-3 rotations over a 24-36
month period. MBA’s will learn end-to-end technology and business strategy and develop the
skills necessary to move into leadership positions upon completion of the program.
Please briefly describe the structure of the program (cont.)
The
Staffing
Strategy
Connection
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For our multi-discipline program, we bring in 7-10 MBAs per year. They rotate through 4 sixmonth assignments. The rotations are comprised of different businesses/support areas and
functional responsibilities (strategy, project management, etc.). The individuals have a mentor,
report to the hiring manager of the rotation, and have leadership development/informal
management from a central recruitment and learning professional.
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We have just begun! Five MBA interns will be starting 6/5. They will be working on specific
projects under the guidance of BU Heads. Two will be offered full time positions into a rotational
program (sale, marketing, finance, etc.) with the goal to prime them for a future leadership role.
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Varies by function are--Finance has a program separate from the one HR has which is separate
form Marketing etc
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1 month of core training 14 months in 1st rotation 6 months in cross-line of business rotation 15
months in 2nd rotation
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MBA Development Program Marketing - Sales Rotation followed by Marketing assignment All
other disciplines structure the assignments based upon the business need and employee skill set
The
Staffing
Strategy
Connection
Other: 1. Customized per individual 2. no
14. Please briefly describe the structure of the program.
The
Staffing
Strategy
Connection
1.
Same as above.
2.
N/A
3.
High potential designated talent is nominated for an
accelerated development program at several top tier MBA
business schools. The company pays the entire amount of the
program.
4.
We have a leadership dev program for hi-po's currently
individual contributors and a dev program for hi-po mgrs. Not
focused on just MBAs, but they are a subset of programs
population.
5.
Same as above
The
Staffing
Strategy
Connection
Other: 1. 3-4 years 2. Same as other associate- performanced based 3. based on
performance, no set time 4. varies 5. Among normal promotion cycle consideration. 6.
Depends on the exp the MBA brings with them 7. Depends on the individual - could be
immediately or up to 2 years 8. varies depending on program and role 9. To be determined 10.
approximately 5 years 11. Dependent on performance review
Other: 1. one year like the rest of our associates 2. High potential candidates receive
feedback every day! 3. 6 months for leadership hires, varies for others 4. The interns will be
evaluated at the end of their internship, once hired I am sure they will need to be assessed
after each rotation. 5. 6 months for performance, 2 years leadership potential validation 6.
Annually , with all employees
The
Staffing
Strategy
Connection
The
Staffing
Strategy
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The
Staffing
Strategy
Connection
17 Other: 1. Like other associates regardless of degree, initially we try to identify
the issue and give them the tools to improve. If this does not work other measures
are taken 2. Feedback. Retool. 2nd chance. Move into a more appropriate position.
3. varies by situation 4. will do a combinations of try to find another function and
terminate...depending on the situation 5. typical performance management
processes 6. Work on development plans, if that doesn't work, see if another area
works, if not transition out of company 7. they are treated as anyone would be that
was not meeting performance expectations - no special treatment for MBA's 8.
varies 9. Normal coaching,/supervisor interaction. If negative, would try to find
better fit in another part of the Agencies for starters. If no improvement/bad
productivity, would eventually lead to firing. 10. Your last comment is pretty
accurate to an extent. If their are issues, then mentors and coaches play an
important role in aiding the individuals to look for alternatives where they can
succeed. 11. Situational...try another function or manage out of the company or
terminate 12. Associates are expected to meet/exceed their performance goals,
however, we will provide coaching and mentoring if associates do not develop as
expected. 13. Discuss their performance, coach them to improve in their current
function. If that does not work, see if they could be a better fit elsewhere in the
company. Last resort - ask for resignation. 14. They get coaching and direction to
try to rectify the issues. If this is not successful, we proceed to formal corrective
action and let it take its course. 15. To be determined - will not keep losers 16.
Counsel out of organization 17. They would be placed on a performance
improvement plan 18. Mentor, coach and develop the associate
The
Staffing
Strategy
Connection
Other: 1. We really don't have a formal MBA program outside of our MBA internships to be
able to measure this. At this time, we really treat them the same as any other associate who is
a high performer. 2. Feedback. Retool. 2nd chance. Move into a more appropriate position.
They may not go any further up the ladder. 3. varies based on situation 4. same as above 5.
Formal performance management processes 6. Same as above 7. varies 8. There are many
non-supervisory or technical expert positions that people can work in. 9. Leave, stay as
successful, productive individual contributors 10. Associates are expected to meet/exceed
their performance goals, however, we will provide coaching and mentoring if associates do not
develop as expected. 11. Discuss their performance, coach them on how to be a successful
leader/manager. 12. Again to be determined, but they would not be promoted 13. Counsel out
of organization 14. Mentor them 15. Place them in impactful individual contributor roles
We Wish
You
Good HUNTING!
The
Staffing
Strategy
Connection
To reach Mark or Gerry
[email protected]
www.careerxroads.com
732-821-6652