1. On boarding: Building a Positive Edge Denise Peek Learning: Re-Imagined

2. Who is NASCO NASCO got its start in Atlanta over 20 years ago when we partnered with several Blue Cross & Blue Shield Plans to introduce an integrated membership and claims processing system for national accounts. Today, NASCO’s Plan customers still benefit from that core strength. We also extend to include support for individual, local and government business while our multitude of performance-based services help our Plan customers improve their operational efficiencies and reduce costs.

3. Did You Know? Approximately 45% of HR executives believe managers have trouble differentiating between high and low performance. Approximately 40% of managers lack the training and skills to manage employee performance effectively. Performance management based on coaching and development elicits stronger positive outcomes than competitive assessment of employees.

4. Foundation of Talent Management Strategy According to a recent study by Bersin & Associates, effective performance management should focus on: Alignment Coaching Development Measurement

5. Retention Begins with Effective On boarding 72% of best in class organizations reported a year-over-year improvement in employee retention by 10% in 2008. Best in class organizations managed to reduce time to productivity average by over 24% over the past year. Best in class organizations enjoy 31$ year- over-year improvement in employee engagement. 60% of all executives surveyed said that the current state of the economy will increase the importance the organization places on on boarding in 2009.

6. In Addition… 27% of best in class organizations anticipate an increase in the budgets for on boarding resources and technology. 76% of best in class organizations gain support and buy-in from management for these initiatives. (Taleo Corporation)

7. Changes at NASCO Shifted from five-day orientation program to hands-on first day meeting with critical people. Developed template for managers that outlines areas of responsibility among team, HR, Finance, Training, Technology, Security and Manager. Manager comes up with one-year development plan for associate, prior to associate coming on board. HR conducts 60- and 90-day check-ins. Manager conducts formal six-month review. Associate completes a new-hire learning program in SkillPort.

8. NASCO’s New Hire Learning Program HIPAA Privacy Rules Workplace Ethics Orientation NASCO Processing System Architecture Workplace Harassment Managing Personal Growth Energy Leadership Development Program

9. Keys for Creating SkillPort System Buy-in Required New Hire Learning Program Unlimited Access to Business/IT Courseware No Permissions Required Learning Goal Required on Performance Plan 360 Feedback Survey/Development Planning Process Course Mapping to Corporate Competencies Job Families/Course Mapping to Skills and Competencies

10. Mapping Examples Written Communication Establish Project Scope Facilitate Project Meetings Manage Project Team Workflow Writing with Intention Planning Project Scope Facilitative Leadership Delegating Effectively Simulation

11. Some Best Practices Technology Education Program: Blended approach on the company’s products and services Basic Culture Training: Professionalism, Networking, E-mail Etiquette, Time Management and Communication Skills Competency Development: Pathways to future professional growth Development Opportunities related to networking how to integrate quickly into the organization

12. More Best Practices Education on the company’s overall strategic objectives Regular conversations between employees and managers on career plans, career improvement and advancement opportunities Opportunities for employee involvement in strategic business decisions and plans Increasing the quality of the employee- manager relationships (Talent Management magazine – March 2009)

13. Questions?Questions? Denise Peek is the Manager of Human Performance Development at NASCO