Early Talent Leader Guidebook
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Contents Overview
4
Success Stories
11
Attracting & Acquiring
16
Planning Cycle for Early Talent
21
Assessing Early Talent
23
Onboarding
25
Global Early Talent Development
30
Talent Development at SAP
37
Peer-to-Peer Learning
42
Leveraging Social Media
45
Retaining Our Early Talent
50
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About this Guide Purpose The purpose of the guide is to provide leaders with guidance and resources for every stage of the Early Talent lifecycle from attraction through retention. This guide is also beneficial to team leads, mentors, or buddies‌ really anyone who will assist in onboarding an Early Talent.
Using the Guide This guide is designed for you to use on an as-needed basis, not all at once. It provides quick access to what you need, when you need it. Please revisit as often as you need to support the lifecycle of your Early Talent(s). We invite you to use the Table of Contents and select the sections that interest you at the time of need, anytime. Enjoy!
Best Viewing Experience For the best viewing experience on any device, we recommend using the ePub version of this guide, which takes advantage of your favorite eReader’s features such as bookmarking, notetaking and multimedia interactivity. We recommend Google Play Books, iBooks, Kindle or Readium.
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Overview
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Why Focus on Early Talent? By 2020, millennials will form 50% of the global workforce and 75% by 2025. It is imperative that SAP invest in Early Talents now, in order to attract, develop and retain early talents to help drive SAP’s innovation and ensure we have the leaders of the future in place. Early Talent offer unique skills – such as fresh ideas, an entrepreneurial mindset, and tech-savvy multitaskers- that SAP needs to innovate and remain competitive.
“In the next 10 years, today’s youth will determine whether businesses win or lose the game. These young people are pushing businesses to innovate – to do things simpler, faster, smarter, and more sustainably, in ways that will ultimately change the world. If we equip Early Talents with the best technology and empower them to be bold, I think we’ll watch the next greatest generation do incredible things. The pressure is now on us to unleash their spirit and entrepreneurism.” Bill McDermott, CEO SAP SE
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What is an Early Talent? Standard definition (across all areas of SAP) Early Talent is defined as a new hire with 0-2 years of non-professional work experience after graduation. With this streamlined understanding of Early Talent and its impact on SAP’s strategic vision, our recruiting will be focusing on university students (Bachelors/Masters/MBA/PhD) as well as converting current vocational program students and interns.
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Difference between Interns and Early Talents Hiring interns/diploma student workers at SAP is critical to build an Early Talent pipeline. Interns are NOT considered “Early Talents” as they are non-headcount relevant positions. Interns, however, become Early Talents when they are converted into full-time employees. While the scope of this document focuses on Early Talents (full time employees hired after graduation), much of the information contained in this guide is relevant to both populations. Internship positions must provide business value to the LoB and SAP as well as a potential career path for the student. The intern program is designed to be a feeder pool for future Regular Full-Time opportunities, not to be used as a supplemental workforce for administrative work. Full time conversion from intern to employee is the ideal result of a successful internship at SAP.
Converting Interns While the guidelines vary across region, managers considering an intern must review the following eligibility guidelines before making a formal request: • Interns must be students currently enrolled in a bachelor’s, master’s or PhD program. Interns must be enrolled in a degree program that relates to the scope of the internship. • Interns must meet local age requirements as well as the certain academic grades in order to be qualified to apply to a role at SAP. • Interns are required to follow SAP direction, rules and policies; display professional behavior and perform in a professional manner wherein he or she meets all goals and objectives established for the internship. • In some regions, children of SAP Executives (T5) defined as Vice President and above, are not eligible to participate in the SAP internship program.
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Early Talent Profile While there is variation in every generation and every person is unique, as a group, Early Talents do have characteristics that set them apart. Let’s take a look.
Personality • Positive and optimistic • Tends to socialize and collaborate with peers when making decisions • Team mentality – enjoys collaboration • Values work-life balance
Working Attitude • Technologically savvy, digital natives • Tends to easily migrate from one mission to another as long as they see meaning in what they are doing • Likes work to be challenging, meaningful and fun • Socially connected
Emotions • Confident • Performs better when involved in a variety of meaningful projects • Seeks confirmation through feedback (looks for immediate gratification)
Ambitions • Seeks personal fulfilment (rapid progression of development) • Wants to create a better world • Ambitious but thrives with clear goals and meaningful experiences
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Building Our Workforce In an effort to build our future workforce of Early Talents, we need to: • Attract and retain innovative, disruptive, networked Early Talents who can share their new and exciting knowledge • Enable organic growth of future leaders within the organization • Promote generational diversity and thought leadership diversity
The following ar The following are the key areas of chan key areas of change and how Early Ta and how Early Talent can contribute: can contribute:
Innovation Experts on the latest technology. Excited to suggest new ideas that positively disrupt the “typical” way of thinking.
Adaptability Attracted to flexibility, mobility & work experience. Accustomed to working across cultures and boundaries.
• Provide a workplace environment that is collaborative and inclusive Our customers are changing and there is a fundamental shift towards the end-user becoming the decision maker of the future. We need to hire and build an SAP team that matches this change in our customers, now and in the future.
Attitude Willing to take on new challenges. Exhibits enthusiasm & optimism, while still asking critical questions.
Experience Has already had a variety of experiences, both in study and extra curricular activities that you can use to assess their potential.
Productivity Shows eagerness to make an impact on multiple tasks in their own team & also across all of SAP.
Leadership Demonstrates desired leadership skills, yet provides an exciting new way to look at the leaders of the future.
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Workforce Demographics Boomers+ Gen X Millenials Next Gen
Source: US Census Bureau
2015
2025
2020
2030
2040
By 2020, millenials will form 50% of the global workforce and 75% by 2025.
Early Talent as Future Customers SAP is not the only company investing in its future to acquire Early Talents. The war for talent is intensifying and the supply of talent with the required complex skills is shrinking. Millennials are the largest generation in history and they account for an increasingly larger portion of consumer spending. Their peers are our future customers. Purchasing power rests more and more with millennials and they are selective in which brands they chose to support.
Hiring Goals and Strategy Our hiring goal is to build a diverse leader and expert population focusing on Early Talent for new hires and increase the number of females in leadership positions. The key is to develop a holistic framework from attraction through retention so that the outcome is a sustainable, diverse workforce to meet SAP’s future business needs driving innovation and margin growth. How will you ensure that your Early Talents view SAP as their long-term career destination?
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Success Stories
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Introduction SAP is dedicated to attracting, onboarding, developing and retaining Early Talent. We’ve engaged innovative managers across SAP who have first-hand experience working with Early Talents to share their insight.
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Sharing Insight We interviewed a number of managers to hear what they had to say about their experiences with Early Talent. Click on the videos below to hear their insights.
Click link below to view video
Managing Early Talent I (3:45)
What has Early Talent brought to your team that you were not expecting? “A new team atmosphere, new thoughts, new ideas, new ways of thinking, and also new approaches.” - Stefan Wagner, Managing Director, SAP Labs, LATAM, Brazil “I was not expecting that they would be so tolerant of each other. They can really respect each other’s point of view.” - Daniel Lazzari Souza, Manager Globalization Services, Brazil
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Sharing Insight
Click link below to view video
Managing Early Talent II (2:22)
What is one thing that exceeded your expectations about Early Talent? “They bring new disruptive ideas that we never thought about before” - Stefan Wagner, Managing Director, SAP Labs, LATAM, Brazil
“They learn very quickly and adapt to situations” “They are making significant contributions” - Prerna Makanawala, Mgr, Cloud for Customer User Experience Team, Palo Alto
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Sharing Insight
Click link below to view video
Managing Early Talent III (2:50)
Specifically, what contributions have Early Talent made into your organization? “They are involved in many of our largest most strategic and complex transactions working directly with customers, they are engaged in our win rooms, and in fact one of the early talents from our first pre sales graduate academy was up on stage at Sapphire hosting the key note presentation so they are everywhere and they are doing everything.� - John Gurski, Head of Presales of North America, NSQ
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Attracting & Acquiring
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Branding Our branding is key to: • Making SAP an Employer of Choice to attract the best talent for your teams in the future. • Utilizing a rich talent pool of agile and creative candidates globally to help maintain a competitive advantage.
SAP Early Talent Acquisition SAP’s Early Talent Acquisition team is your liaison to top university talent and plays a strategic role at SAP. The 3-pillar sourcing strategy approach enables SAP to attract top university talents via the below listed programs and tools.
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SAP University Alliance Program A Program
that opens the world of SAP to more than 2,100
universities in more than 89 countries worldwide, and aims to develop highly qualified graduates with critical skills for the 21st century workforce. Through a community of over 8,000 faculty members as well as engagement at over 1,400 events annually, SAP University Alliances has inspired students around the world about SAP. In partnership with SAP’s 6 University Competence Centers (UCCs) and 4 Academic Competence Centers (ACCs) around the world, universities gain access to an ever-expanding range of SAP software and curriculum, enabling faculty to help students better connect business and IT concepts to practice. SAP University Alliances also fosters entrepreneurship and innovation with Millennials through crowdsourcing, inspiring students to form startup companies leveraging SAP technologies. While University Alliances is not responsible for hiring interns and Early Talents into SAP, they do focus on inside and outside the classroom learning, applying SAP knowledge to societal challenges, creating the next generation of SAP users, employees, partners, and customers.
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SAP Early Talent Acquisition Team Campus recruiting is a key element for SAP becoming THE Cloud Company. The team mission is to attract, inspire, integrate, and retain world-class talent students and graduates in support of SAP’s strategic goals. 1. University Engagement for Early Talents & Interns • Hiring students from University Alliances Schools (goal to hire 75% of Early Talents from these universities)
SAP Recruiting
• Lectures, panel discussions, Tech Talks, information sessions
Recruiters do not recruit talent from competitors or passive candidates in the market. We directly source from SAP’s intern/student worker population, Vocational Training participants, and University students/ impending graduates.
• SAP Site Visits • Career fairs at target universities • Career coaching for students and graduates • Job boards at schools • Sponsorships • SAP Days • SAP University Champions • Scholarships
2. Target Group Oriented Hiring Programs • Internship Conversion • Apprentice/Vocational Training/STAR Program • develop&&impact • HR Early Talent Program • IMPACT Leadership Rotational Program • CareerStarters • Sales and PreSales Academy • Gap Year Program • Project Propel
3. Events • Campus competitions, Hackathons, InnoJams • Workshops / tutorials • Seminars • Conferences (Grace Hopper, Sticks & Stones) • Round table discussions
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Internship Cycle The graphic below illustrates the timing of the steps in the year round internship program.
To Do To begin the recruiting and HC approval process, go to the Recruiting and Onboarding Overview portal page.
Review the Early Talent Hiring Process
Visit the University Alliance Community
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Planning Cycle for Early Talent
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When to Attract and Hire Early Talent recruiting needs to occur in alignment with country specific graduation/ educational cycles. This means that you need to be prepared and HC requested for both interns and FTEs ahead of time (ideally 6-9 months in advance to attract the best candidates). Even though you might have an immediate need and opening for an Early Talent into your team, the best talent in your region might not be available for a few months. See below for the timing of the year round intern and Early Talent hiring program by region.
To Do If you want to request an Early Talent, please go in and use the headcount request form on the SAP portal. If you want to hire an intern, please select non-HC relevant (diploma student/intern).
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Assessing Early Talent
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Introduction Making the right hiring choice is essential to ensure that Early Talents are able to add value to your team. If they are unable to add value to your team, or are not a fit for the team or organizational culture, the Early Talent will become demotivated and less effective overall.
The Right Hiring Choice Before interviewing Early Talent, leverage The Right Hiring Choice tutorials that give details on general interviewing guidelines, behavioral interviewing, how to build an effective interview team, and much more! Topics available include: 1. Hiring Guide for Managers 2. Getting the most from your Recruiting Team 3. Anatomy of a Great Job Description 4. Preparing for you Interviews 5. Getting Started with the Hiring Process 6. Building Your Interviewing Team 7. Behavioral Interviewing 8. Day One Starts with the Interview 9. Making an Objective Hiring Decision 10. Making your Offer & Rejecting Candidates
To Do Contact the recruiter who will be available to consult with you on hiring decisions and interview skills. Make sure you accept the intake session, which is when the recruiter contacts you right after you open up a new position. This is a helpful time to ensure you are both on the same page, which speeds up the hiring cycle and benefits all parties involved. Your recruiter will guide you throughout the entire recruiting lifecycle on the use of the Recruiting Management system (RCM), our applicant tracking system for all hiring (except in Germany and with executive recruiting). All RCM materials for the hiring manager are self-service and can be found on the public Jam site.
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Onboarding
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Introduction It is important to set up your early talent for both short-term and long-term success. Your support in providing a positive onboarding experience is critical to engaging and retaining your Early Talent.
26%
of turnover at SAP occurs within an employee’s first two years of service.
40%
of employees who plan to leave their jobs cite lack of trust in leadership as a key factor.
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Your Role as a Manager Work closely with HR on choosing the right candidate from the Early Talent pipeline. • There has been significant success hiring and onboarding Early Talents in “batches” to build a cohort for learning and development. If your team is planning on hiring a few Early Talents, we suggest having them start around the same time to help with engagement and long-term growth at SAP. • On-board Your Employee portal page provides guidance on how to effectively on-board your Early Talent. • Assign a buddy and mentor prior to their start date, especially someone in their location/office. Read more about the buddy role in the next section. • Review the Manager/Buddy Checklist to ensure your role and the buddy’s role are clear. • Send a welcome email prior to the first day and send a communication out to your entire team recognizing this new member. • Meet or call the Early Talent on their first day! • Guide Early Talents through the Global Early Talent Development Program: • Encourage them to enroll and complete the program in a timely fashion. • Discuss progress and learnings in regular 1:1 meetings. • Guide Early Talents through role and Board Areaspecific trainings that may have been set up for them. • Review the Design Thinking methodology to create an environment of creativity and innovation for your Early Talent hires • Design Thinking Toolkit • Design Thinking • Design Thinking Jam
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Leverage Jam Communities In the SAP Global Early Talent Community, Early Talents can connect with a network of peers to exchange information, ask questions, and share tips and tricks. In the Onboarding at SAP Jam Community, Early Talents can meet with other new hires as well as onboarding professionals who can support them throughout their onboarding journey.
The Buddy Role Millennials crave connection and want to develop friendships at work. Before your Early Talent comes onboard, select a buddy to guide them. The buddy should be a personal and professional fit for the new hire. Preferably a more experienced employee who works in the same team and office with a similar profile or background. The buddy will be an experienced resource to guide the Early Talent through their first few months at SAP and beyond.
Supporting Roles In addition to a buddy, you may also want to assign a mentor and/or a team lead/expert to provide additional support and guidance for your Early Talent.
As a manager of Early Talent it is
There are three distinct types of
your responsibility to identify the
support personnel that each serve
appropriate support personnel to
a different purpose. You will need to
assist your Early Talent as they
decide if one, two or all three will be
onboard and map their career
beneficial for your Early Talent.
development at SAP.
MENTOR
BUDDY
TEAM LEAD / EXPERT
Helps the Early Talent increase
Supports the Early Talent during
Provides guidance, direction and
knowledge, skills and self-
their early days and months, often
support on the work deliverables.
awareness in a safe supportive
from the same team, answering
This role is often seen in addition
environment.
day to day questions such as: who
to a manager in case of large
is who, where is the printer, who
teams, separate locations or to
should I send this message to.
offer closer guidance on daily responsibilities.
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The Buddy Checklist For the buddy relationship to be effective, clear roles and responsibilities need to be established. After selecting the buddy: Have a discussion with them regarding their specific role and responsibility in onboarding the Early Talent. Buddies should complete the Global Buddy Training. Meet with the buddy every week in the beginning and later every two weeks to get a status update on the Early Talent onboarding progress. Suggest that the buddy have this relationship as a goal in their career map. This would ensure that the role is taken seriously and that appropriate credit and appreciation is given to the buddy. Review the Manager/Buddy checklist in the meetings to ensure that the buddy is fulfilling their role and providing sufficient time to support and connect with the Early Talent.
To Do Select a buddy for your Early Talent and discuss roles and responsibilities
Schedule regular meetings with the buddy Review the Manager/Buddy checklist in the meetings
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Global Early Talent Development
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Introduction The Global Early Talent Development Program is an end-to-end program to help accelerate the development of Early Talent hires in their first 2 years. The program will help maximize the engagement as well as the potential of Early Talents. Whether you are a mentor or a protĂŠgĂŠ, use this guide to help you with your mentoring relationship and make the most out of your experience!
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Approach Early Talents benefit from a structured approach to learning and development, in addition to a community of other Early Talents globally. The program will be online and self-paced and launched through Success Map Learning to provide Early Talents with a seamless experience. Foundations Program completion status
Short video lessons e-learning Self-checks (quizes) Job-aids & infographics
Program Start
JAM
Receive welcome email Go to Global Early Talent Jam Select Game or Success Map Program
Program Elements E-Learning Online content in Success Map Learning -- both SAP internal content as well as content from our third party vendors such as Lynda.com and OpenSesame. Video Introductions of each section and its contents delivered by existing Early Talent. Job aids and Infographics Supporting materials to help learners grasp concepts and for quick reference. Knowledge checks Short quizzes to reinforce content. “Go-Dos” Activities Short “missions” for team engagement and practice. Social Learning Activities Activities in Jam, using tools like discussions and blogs, to foster ideas, collaboration and reflection, and to generate a sense of community among Early Talent 32
Early Talent Learning Roadmap Learning aligns with SAP’s Digital Strategy
+
REIMAGINE
REINVENT
what's possible in our world using robotics and artificial intelligence.
businesses to serve individual consumers and reshape the global marketplace.
THINK Digital
The Early Talent Success Profile
Customer Focus & Engagement
RUN the platform, applications, and business networks to ease the transition to digital. THINK Simple
THINK Consumer Run Simple and Smart Team Collaboration
The Early Talent Roadmap is designed to help you navigate through your learning journey as an Early Talent at SAP.
Change Agility & Self-Development
The Roadmap is comprised of the following Development Types:
Use this graphic as a general guideline to break down the phases and types of learning you can expect throughout your progression on the Roadmap. More specifics can be found at the SAP Global Early Talent Jam group.
Tools & Support
Virtual Learning
Connections
In-Person Learning
On-the-Job Experiences
Click the link below to download a pdf of the complete roadmap. Actively participate in the SAP
Early Talent Learning Roadmap Jam Global Early Talent Community
Talent Journey Consult with your managers and set your development goals
Transition
General Onboarding
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Transition Phase Onboarding Manager and buddy support Guidance on your journey at SAP
Foundations Curriculum It is important to encourage participation in the Foundations Curriculum. This curriculum helps Early Talents transition into their new career roles at SAP. Through targeted learning, they will explore SAP’s innovative forward thinking, strategy, and history. They will also develop essential business skills such as collaborating across cultures, Design Thinking, and program management among many others.
This curriculum is available in two formats:
1
Global Early Talent Foundations Game (Recommended) Leverages SAP’s Cloud Gamification platform for an engaging, gamified learning experience. This is an innovative solution offered for the first time at SAP. Early Talents will learn by solving missions, learning about SAP customers, and receiving points and badges as they progress in the game.
2
A Success Map Learning (SML) Program which simply links to Web and course assets.
Early Talents will access both formats via links in the SAP Global Early Talent Community in Jam. Your Early Talent will have a much more engaging experience through the game, so Encourage your Early Talent to take advantage of the Foundations Game. If or when one of your Early Talents elects to use the SML program rather than the game, your support is still vital for them to complete it. We suggest they use this learning as their personal development time, dedicating 1-2 hours per week to it. Depending on their development plan and interest, they will have the possibility to go through the foundational elements as well as additional suggested content.
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About the Foundations Game Here is the premise of the eight missions in the Global Early Talent Foundations Game: The year, 2045. SAP is the top leading Digital Transformation company in the world. Its life transforming technology and processes touch every industry from foods, to hospitality, telecommunications, health care, and transportation. The world is a different place, with challenges of its own. SAP is central in solving those issues for the good of mankind. Innovation is slowly dying. Only a truly fresh view will save the planet as it looks to SAP to lead the way. This is where a consortium led by SAP reaches back into the present year, or should we say “past,” to recruit Early Talents who are at the beginning of the Digital Transformation. Together, this consortium and the fresh ideas from SAP Early Talents can shape the future of mankind, keeping SAP’s cloud technology the center of world innovation. Bypass or Unlock Codes For learners who express they are already up to speed on a particular topic, they have an option to Bypass or Unlock the code for that item. In those cases, feel comfortable providing the appropriate code to the learner (see below). Currently, only one item exists that uses this functionality. As new items are identified that warrant a bypass code, we will add them. Existing item(s): Item to by bypassed LMS Course: Communicating with Lync
Bypass code N0L1NK (NO LYNC – where the O is replaced with a zero and the Y is replaced with a 1, no spaces)
Please Note: the window for entering a Bypass/Unlock code is also used by a handful of other features in the game experience; primarily to reward additional points for completion of optional tasks. These codes will be provided by the game itself.
Game on! 35
To Do Encourage your Early Talent to leverage the development program. Schedule regular conversations to discuss their progress and help them reflect on their findings. Be an “Observer” for your Early Talent’s Go-Do’s in SuccessMap. Your feedback will be valuable in helping Early Talents turn theory into action while completing their Go-Do’s.
Why You Can’t Ignore Millennials ...they want to make a difference, have a positive effect on our lives and push business forward not back. Millennials are having a positive impact on our culture, workplace and government and we should recognize them for their efforts and support them so they are able to help revive the economy and build a better world. - Forbes
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Talent Development at SAP
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The Talent Journey The Talent Journey consists of both the Talent Journey Program (Successs Map) as well as the Talent Journey Jam. The Talent Journey Jam serves as a centralized location for all learning, guidance, resources, tips and tools to help all employees with their development at SAP. This holistic role-based enablement program is designed to help employees (and managers) complete required tasks throughout the Talent Management process with a key focus on meaningful conversations that take place throughout the Talent Management lifecycle.
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The Talent Journey Jam The Talent Journey Jam is designed to provide you with the necessary information and resources to help employees and managers complete necessary tasks throughout the Talent Management lifecycle. The resources on the Jam are organized in the following sections and include videos, tips, guides, and more: Talent Check-ins Talent check-ins are meaningful conversations that happen throughout the year, not just at times traditionally reserved for interim and year-end reviews. Plan on having weekly checkins with your Early Talent as they prefer feedback in real time. Resources include tips and conversation starters. Strategy and Culture Our company goals are driven by our strategy and are cascaded down into team goals and then finally into individual goals. In order to effectively craft and set meaningful goals, you have to understand SAP’s vision and strategy. Goals Defining the right goals is the starting point of the Talent Journey and is critical to your Early Talents success. It is important to get started in the right direction and align on what is expected and to get an idea of what success looks like. An agreed-upon goal plan between the Early Talent and manager provides the framework for accountability and promotes on-going conversations throughout the year. Development Career planning is an organized approach to professional development activities and programs that are designed to improve your Early Talents professional skills. Performance/Potential The Performance & Potential stage in the Talent Journey consists of the Performance Review, Potential assessment and discussion, which focuses on the future and on the employee’s ability to learn and develop, and Performance feedback, which should occur on a regular basis during 1:1’s or Talent Check-Ins. Compensation Compensation planning is the last step in the Integrated Talent Cycle (ITM Cycle) and requires meaningful conversations between managers and employees once the planning is approved.
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Planning Your Career at SAP Encourage your Early Talent to enroll in the Planning Your Career at SAP Program in Success Map Learning and join the Jam. This is a self-directed course designed to help Early Talent organize their thoughts and feelings about their career and then work with SAP resources to further their career in a manner that works both for them and SAP. The course is built around three important, cyclical steps: 1. Get to Know Yourself Better 2. Decide What You Want to Do at SAP 3. Create and Act on Your Career Development Plan
The self-directed course contains five modules. Prior to having your career development discussion with your Early Talent have them complete the Overview and Module 1. Then follow the steps outlined in the Manager Career Development Tasks job aid regarding the timing of the remaining modules. The entire course can be completed in approximately 12 hours spread out over 2 to 4 weeks. Additional guidance on employee development can be found at Toolkit for Managers.
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To Do Enroll in the Talent Journey Program in Success Map Learning so that you will get credit for the program. Once you enroll you will automatically be added as an official member of The Talent Journey Jam. Encourage your Early Talent, and all of your employees, to enroll in the Talent Journey Program in Success Map Learning. Encourage your Early Talent to enroll in the Planning Your Career at SAP Program in Success Map Learning and join the Jam. Download and follow the steps outlined in the Manager Career Development Tasks job aid.
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Peer-to-Peer Learning
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Introduction For Early Talent just entering the workforce, the purpose of a job is to learn, gain experience, and position themselves for the next step. They want to know that they can grow at SAP, and it is your job as manager to let them know that there is a lot of room for growth through SAP. Early Talents are collaborative and motivated by opportunities to learn new things and work with bright, creative people.
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Peer Learning Portfolio Five Catagories The five categories of the peer-to-peer learning portfolio are described below. Coaching Partnering in a thought-provoking and creative process with an externally educated coach, helps Early Talents maximize personal and professional potential. Mentoring Partnering with a more experienced or knowledgeable colleague allows Early Talents to enhance knowledge, skills and self-awareness. Shadowing Shadowing gives Early Talents the opportunity to experience first-hand the roles and responsibilities of another individual at SAP, possibly outside of your team or area. Shadowing also allows Early Talent to expand their network, learn about and add value to other parts of the organization. Shadowing can be added to your Early Talents daily job and be a part-time activity. Sponsorship Geared at career advancement with the active support from a leader who has a significant influence within the organization. Workshop Facilitation Standardized and tailor-made workshops from enabled, internal facilitators focused on helping teams run better and on multiplying facilitation skills across SAP.
SAP Portal Access /go/peerlearning
To Do Once your Early Talent is onboard, introduce them to our global peer-to-peer learning resources on the SAP portal and Jam, and help them select the resources that will be most beneficial for them at this early stage of their career.
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Leveraging Social Media
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Overview The Millennial generation lives immersed in technology. They are history’s first “always connected� generation and, to engage them, you will need to rethink communication strategies. They have grown up with broadband, smartphones, laptops, and social media being the norm and expect instant access to information. Millennials would rather communicate using instant messaging and text messages instead of email. Keep this in mind when you draft emails. Keep them short with the most important information in the first few lines. Social media tools enable this generation to instantly connect, engage, and collaborate with cohorts and managers in ways that are natural to them. If you want to establish, maintain and deepen your relationships with Early Talents, you need to connect with them on social media and listen to what they are saying and be willing to make adjustments based on what you hear.
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Helpful Links Here are a few resources to help you learn more about how to use social media to connect at SAP: • Get Social Jam • Social Media Guidelines
Benefits of Using Social Media The benefits of effectively using social media include having a direct connection to employees, customers, and other important stakeholders. Using digital to become a more engaged leader can eliminate the divide between you and your Early Talents and deliver enormous value as a result. Social media enables employees at all levels to contribute in a meaningful way and builds a community of trust. If executed smartly, social networks can connect all generations in the workplace and establish a common ground for sharing knowledge. Uses of Social Media to engage Early Talent include: 1. To highlight and build employee culture. 2. To promote interdepartmental collaboration that can lead to innovation. 3. To attract new talent and promote the SAP brand. 4. To unlock knowledge through employees sharing questions and answers where everyone can benefit from the information. 5. To share media, information and microblogging to promote learning of concepts, processes and methods within and between departments.
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Using SAP Jam Millennials use a variety of social networks for news and information. Facebook, Instagram, Google+, LinkedIn, Pinterest, Twitter, YouTube, Reddit, Tumblr to name a few. As soon as possible introduce your Early Talent to SAP Jam and demonstrate how Jam provides social collaboration, everything they will need to collaborate with you, their peers, customers, and partners. With Jam’s video and content-sharing capabilities, you can reinforce values, celebrate good work, and help employees feel connected to their teammates no matter their location or time zone. Jam’s network starts with the rich profile and connects employees with automated following based on the profile and organization data. Make sure that you and your Early Talent keep their profile data updated and current. Some Jam features to consider include: • Easy to use tools for video and screen capture. • A complete set of social collaboration tools including blogs, microblogging, wikis, polls, and more. • Tasks to articulate objectives and assign work deadlines. • Idea sharing with dynamic forums. • Easy to build pages and groups with dynamic widgets. • Discussion boards. • Document collaboration and versioning. • Mobile-ready social networking • Integrated with other SAP systems and SAP accounts. • Team workspaces for coordinating activities around a project or task. • Enables a community where new hires can engage with one another, work together on onboarding activities, and receive support from experts across the company. • Provide job-specific training and content, assign tasks, and monitor the progress of your Early Talents.
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To Do Let’s Get Social! Create a twitter account if you do not have one, make a team Facebook page to connect socially, use Instagram on @lifeatsap, use internal social channels to communicate like jam and stay up to date with SAP’s corporate social media channels. Engage your entire team in social media prior to hiring Early Talent so “being connected” becomes a part of daily life at work.
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Retaining Our Early Talent
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Introduction At SAP, 40% of turnover occurs within employee’s first two years of service and 26% of employees who plan to leave their jobs cite lack of trust in leadership as a key factor. It is vital that all our Early Talents feel valued, inspired, and connected to you, their leader, and their overall role within the company. We believe that your leadership is key to retaining and developing Early Talent into highly-valued employees.
Multiplier Mindset To engage and retain Early Talent, leaders must adopt the disciplines of the Multiplier mindset, which are in alignment with the expectations of Early Talent. In her book Multipliers: How the Best Leaders Make Everyone Smart, Liz Wiseman presents the results of her study of two different types of leaders. Multipliers, who are talent magnets, who use their intelligence to inspire and amplify the talents of their followers. Multipliers get more done with fewer resources, develop and attract talent, and cultivate new ideas and drive organizational innovation. The second type of leader is the Diminisher who drains intelligence, energy, and capability of everyone around them.
THE MULTIPLIER MINDSET
WHAT THE MULTIPLIER MANAGER PROVIDES
WHAT EARLY TALENT WANTS
Attracts talented people and uses them to their
A boss that serves as a coach or mentor and is
fullest capacity
invested in their career development
Creates an intense environment that requires
Opportunities to learn new things quickly, be
people’s best thinking and work
innovative and be constantly challenged
Defines an opportunity that causes people t o stretch
They crave growth opportunities and stretch assignments to help them learn and gain
Drives sound decisions through rigorous debate
recognition across the organization
Gives other people the ownership for results and
To be heard, be part of a team and to b e
invests in their success
collaborative To solve important problems, provide fresh perspectives and to be able to run with new ideas 51
To Do SAP is developing our own version of Multipliers called “Run Smarter: How to Harness Your Inner SuperPowers” for all levels of managers. It will go live in Q4 2015. If you have not attended the workshop, ask your manager about it. For more information, access Books 24x7 in Success Map Learning under Links (top right corner) and search for “Multipliers.” Both the book and a recorded session are available. In addition, click here to find additional tips and guidelines on how to retain your employees and here to learn how to create a retention plan.
theTop
5 characteristics
1 2 3 4 5
Millennials want from a Boss Will help me navigate my career path
Will give me straight feedback
Will mentor and coach me
Will sponsor me for formal development programs
Is comfortable with flexible schedules Meister & Willyerd, Harvard Business Review, May 2010 52
Cheat Sheet for Retaining Early Talent Engage from the start • Prepare for onboarding your Early Talent. • Meet with them, e-mail or make a phone call to stay in close contact with your new employee until his/her start date. • Make them feel a part of the team before they start. • Select an appropriate buddy for your Early Talent keeping in mind that they expect to make friends in the workplace. • Be prepared to give your Early Talent a task as soon as they start so they feel like they’ve made a direct impact early on.
Help them navigate their career path • Early Talents expect a road map to success and they want the tools to be successful in their career. • Within the first two weeks, have a talent development conversation with your Early Talent. • Introduce them to the Talent Journey and Planning Your Career at SAP resources. • Set job objectives and let them know that they can grow with SAP. • Let them know the big picture so they understand their roles. • Show them that you care about them and are invested in their career development.
Give them straight feedback • Early Talents prefer on-the-spot recognition and frequent check-ins to keep a pulse on progress. • Schedule regular check-in conversations with them about performance, career goals & development, and their role on the team.
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Cheat Sheet for Retaining Early Talent Mentor and coach them • Early Talents were raised with constant coaching and feedback and expect it to continue in the workplace. • Coaching will keep Early Talent engaged in their work. Coaching does not need to be time consuming or overly formal. A quick e-mail response, a text or two-minute conversation is sufficient. • Coach them on how to assimilate into the SAP culture and how to work effectively and collaboratively with all members of the team. • Be a role model and demonstrate a positive attitude and passion toward the work your team is doing, to which they will be contributing. • Encourage your Early Talent to use our global mentoring and coaching tools on the Global Peer-to-Peer Learning site. Highlight mentoring and shadowing as particularly meaningful for Early Talent. • Provide an opportunity for Early Talents to reverse mentor others on your team in their area of expertise, and constantly ask for feedback from your Early Talents on team strategy, tasks, processes and innovations. Offer opportunities to share knowledge with the team and bring in new perspectives on recent academic research results.
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Cheat Sheet for Retaining Early Talent Sponsor them for formal development programs • Explain the 70-20-10 approach to learning and show them the variety of training that will be available via on-the-job training, curriculum in SuccessMap, enablement sessions, job rotations, Global Early Talent Development Program, networking events, and mentoring and shadowing. • Building an internal network will be integral to the success of the Early Talent. Help them to do this by introducing them to important colleagues and stakeholders that can help them plan for their career at SAP. • Involve Early Talents in important meetings; inform them about coffee corners, or other opportunities to connect with senior leadership. • Give Early Talents the opportunity to extend their expertise and knowledge on stretch assignments that challenge them and help to grow their abilities by working in other teams and Board Areas. • Give them a sense of progression in the form of new responsibilities, monetary, lateral career move, any kind of recognition, visibility, etc. Focusing on the second year and what happens if they are developing from an Early Talent to the next step.
Provide flexibility • Provide an organizational culture that is flexible and relaxed, has open communication, encourages sharing and innovation and offers flexibility. • Promote a work environment that is comfortable and fun and which inspires them to contribute without fear of being criticized.
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A Time to Lead Beginning with attraction through retention your involvement in each step of the onboarding process is critical to the successful engagement and retention of your Early Talent. Your employees, especially your millennials, are looking for you to be a leader who will help them navigate their career path, give them straight feedback, sponsor them for formal development programs and accommodate their desire for flexibility. As Bill McDermott predicted, Early Talents are poised to do incredible things, however they need your support and guidance to unleash their full potential.
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