A post by Guest Blogger, Helen Hong
College Relations Manager, WellPoint Inc.
LinkedIn:www.linkedin.com/in/helenhongWorkforce plan much? It should only be natural for us think about how we’ll be replacing our current interns and new hires with the next generation of talent but many times it’s an afterthought that only occurs when we’re presented with an urgent need. We typically put a lot of attention and focus on workforce planning for middle and senior management in our organizations (and hey, they’ve been doing this for years in the sports world!) But it’s almost more imperative for us to be thinking about this in the college recruiting space because of the limited time that they occupy their positions. Nowadays, it’s not uncommon to see more attention and investment in the freshmen and sophomore classes. Some planful employers are even investing heavily in individuals who won’t even be eligible to be on their payroll for several years. Other companies have used creative ways to leverage times that students aren’t even in the classroom (case in point, Deloitte’s innovative Alternative Spring Break program).
I attended Prudential’s presentation on early talent management on Wednesday and was incredibly appreciative of their willingness to share the highs and lows of their college program. Even in the midst of their own leadership change, the small but mighty team showcased their commitment to growing their own through two creative programs. Many of us could relate to their frenzied experience of going from a centralized program to decentralized to centralized again. (Let’s not even try to imagine the incredible culture shift and re-education involved with so much change!) But push forward they did and they created two early talent ID programs:
- ASAP (Actuarial Success Awareness Program) – a one week program, introducing math and actuarial students to an actuarial career
- Peak Leadership Conference – provide underrepresented individuals (women, minorities, veterans) early exposure to Prudential’s business and career paths
It was also very compelling to learn how they were tracking and sharing data and metrics internally so that everyone knew what was going on at any time. Since it’s still a fairly new program, I’m curious to see what happens in the next year when they start seeing more movement into internships and full-time positions. No doubt, they’ll keep a close eye on how many of those positions are filled with those from their early talent ID programs.
Is early talent management something that’s on the forefront of your minds as well?