Strive for Greatness The purpose of Silverado is to change the world by changing the way people with memoryimpairing diseases are cared for and to support the highest quality of life in the remaining time of life Silverado’s vision is to give a quality of life to those affected by Alzheimer’s and other memory impairing diseases. We strive to significantly improve the quality of life for our residents, clients, patients, their families and each associate in the Company
The Great Place to Work® Trust Model Credibility
Proprietary Trust Index™ Employee Survey Based on 30 years of research Trust
Industry-proved methodology Fairness
60 quantitative + 2 qualitative questions 5 survey dimensions: respect, fairness, credibility, camaraderie, and pride
Respect relationship with management
relationship with other employees
Employee
Camaraderie
relationship to your job
Pride
Survey scale: survey measures consistency of employee experience: “almost always untrue” to “almost always true” scores are presented in % positive In our industry, what area scored HIGHER than Fortune 100 Best Companies to Work For?
– Purpose – e.g., “My job is more than ‘just a job.’”
Laurie Jerome, SVP of Talent Management • Joined Silverado in 2018 – newly created position • Thirty years across people-focused disciplines, including: • Past 7 years with Experian -6,000 ees in 24 offices and 900 remote • Spent 12 years with Disney including the Disney University & Disney Institute
Laurie.Jerome@Silverado.com
• Featured in Harvard Business Review as a best practice for her succession planning work: https://hbr.org/2010/05/how-to-keep-your-toptalent
Talent Management Framework Talent Planning Engagement & Retention
Succession Management
Talent Acquisition
Culture, Position Profiles/Competencies, Technologies, Tools & Measurement
Onboarding
Performance Management
Career Development Learning & Development
What Impacts Performance? There are six major factors that affect workplace performance. They are:
Environmental
Individual
Information Clear expectations of the job, clear standards, specific and timely feedback on performance with respect to expectations, and access to required information on a timely basis
Resources Tools, systems, documented procedures, easy-to-use reference materials, adequate time, experts or expert systems, adequate, safe facilities
Knowledge and Skills Acquired through training, development opportunities, work assignments, practice, participation in seminars, and workplace education
Capacity Personal characteristics, personality traits, preferences, physical, mental, and emotional limitations, personal constraints due to life situation or lifestyle
Incentives/Consequences Financial and nonfinancial, including tangible and intangible rewards, recognition, promotions, and consequences, not only for oneself but also for others in the work environment Motivation The amount of value attributed to the task, level of confidence to perform well, mood, especially the one created by the culture, climate, and atmosphere (e.g., threatening, stressful, supportive, positive)
What affects performance more – Environmental Factors, or Individual Factors? Source: Human Behavior Engineering Model (Thomas F. Gilbert)
Clear Job Expectations Matter Environmental 75%
Individual 25%
Information
Resources
Incentives/Consequences
35%
26%
14%
Knowledge and Skills
Capacity
Motivation
11%
8%
6%
75% of the performance issues stem from environmental issues, with lack of information (expectations, standards, feedback, etc.) identified as the largest gap. Job Profiles clearly identify what is expected of associates in their role; why their position exists, what education, knowledge, and experiences are required to be successful, what competencies are required, and what results they should be held accountable for. Only 1 in 7 high performers are actually high potentials. Most need information to support their growth and success.
Sample Profile
7