Mentoring Program
February 12, 2009
An independent licensee of the Blue Cross and Blue Shield Association
The Company
3.7 million members
8 NC locations
4900 employees
Business Drivers for Talent Development
−Larger and more global organizations
−Leaner organizational structure
−Demographic trends
−Increasing importance of human capital
−Economic uncertainty
Talent Development
• Companies are increasingly relying on career development as
a retention tool.
• A strong source of competitive advantage is developing the
skills, knowledge and behavior of existing talent.
• Corporate Leadership Council studies indicate that employees
develop first and foremost from feedback and relationship
activities.
• An employee’s direct manager is the key to talent development
through coaching, development activities, and individual
development plans.
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Blue Xchange: The Program
Blue Xchange – Why Mentoring?
• Informal mentoring was already taking place…
we wanted to support the effectiveness of
mentoring relationships.
• Mentoring ranked 5th in importance to leaders
out of 17 development programs.
• Mentoring ranked highest in importance to
women and young leaders.
• “Conduits of informal learning, e.g., mentors,
can have up to a 26% impact on discretionary
effort.” – CLC study2.
Blue Xchange Background
• A diverse work team designed
and launched Blue Xchange in
1999.
• In 2004, Training Magazine
recognized Blue Xchange as a
best practice in mentoring.
• Blue Xchange has made
mentoring an integral part of
our culture.
Blue Xchange Program Goals
Identify, retain and develop high-performing
employees
Focus on diversity
Develop networking opportunities
Provide cross-divisional exposure
Enhance recruitment and retention
Blue Xchange Roles
• Mentors—from all areas and
levels of the company—provide
guidance, coaching and advice to
Mentees.
• Mentees are high-performing
individual contributors and people
leaders.
• Steering Committee determines
guidelines, manages and monitors
the mentoring program. Facilitates
the application, selection and
pairing of mentors and mentees.
Program Process
Application
Interview
Selection /
Matching
Program Components
Notification
Orientation /
Kickoff
Orientation
Development Plan
Agreement Form
Mentoring Meetings
Mini-Workshops
Evaluation
Blue Xchange Today
• There are 64 active mentor/mentee pairs in the 20082009 program.
• 40% of the current mentors were once mentees.
• Program is open to all employees after 1 year of service.
• Cohorts show an increase in promotions, transfers and
title changes within the second year following program
participation.
Program Participant Outcomes
% Merit Increase by Cohort
Average % Merit Increase
16.00%
14.00%
12.00%
Cohort 1
10.00%
Cohort 2
Cohort 3
8.00%
Cohort 4
Cohort 5
6.00%
BCBS
4.00%
2.00%
0.00%
2001
2002
2003
2004
2005
Year
• Since the program’s inception,
program participants surpass
the company’s average %
merit increase every year
• On the average, employees
receive the highest % merit
increase in the second year
following participation in the
program
Attrition by Cohort
# People who left BCBS
5
4
Cohort 1
3
Cohort 2
Cohort 3
Cohort 4
2
Cohort 5
1
0
2001
2002
2003
Year
2004
2005
Very few
employees
leave BCBSNC
following
participation in
the program
Observations
• Percent merit increase averages for Mentees are
consistently higher than overall employee averages
• Employees receive highest percent merit increases in the
second year following program participation
• Program supports employee retention
• Most cohorts increase in promotions, transfers, and title
changes 2-3 years following program participation
• Most participants receive promotions, transfers, or title
changes within two years of program participation
Blue Xchange Lessons Learned
• Obtain visible senior level support and
involvement
• Manage expectations of participants
• Be clear about purpose, audience and
measurements
• Communicate clearly, consistently and regularly
• Evaluate and improve continuously
• Set pairs up for success
Expanding the benefits of Mentoring
• New Manager Assimilation
−Provides support for transition to people leader
• Key Talent
−High potential development
−Paired with internal coach and mentor
−Mentors include company officers and other senior
leaders
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Overall Talent Program
Effectiveness
BlueXchange Participants Have a
Good Relationship with the Company-2006
Employee
Retention
Index
Employee
Employee
Commitment Engagement
Index
Index
Company overall
Market
Opportunity
Index
Blue Xchange Participants Mentorees
Manager Offer Fit Index
Quality Index
Blue Xchange Participants Mentors
Source: Employee
Preference Survey,
BCBSNC, 2006
2008 Employee Preferences Survey
Company
Key
Talent
Mentees
Mentors
Employee Commitment Index
0.32
0.50
0.47
0.53
Employee Engagement Index
0.62
0.79
0.70
0.80
Indication…
When employees are provided more individualized
development, they are more committed to the company
and engaged in their work.
Continuing
Education
Job
Shadowing
Career Development
Coaching
Employee
Networks
Developmental
Assignments
Vo
Opp
Career N
Blue Xchange
Talent Development Jour
Thank you!