Contributors NameBU/DNameBU/D. Reviewed by: NameBU/DNameBU/D.

Contributors

Name BU/D Name BU/D

Reviewed by:

Name BU/D Name BU/D

Strengths

• 88% of 30,500 openings in 1993 were filled with internal transfers

Opportunities

• HR feels 2-5 weeks can be cut out of the staffing process

• Other companies have reduced transfer cost by reducing relocations and shortening learning curve

• Providing a higher level of HR service will increase hiring manager productivity

Findings

• Productivity is lost while positions sit empty for 2-3 months

• The level of service provided by HR varies widely between business units

• Employees feel it is difficult to get a job using ECOS

• Transferring management employees each 3-5 years carries a hefty price tag

Strengths

• HR Executives consider financial, product, and market planning to be generally effective

• Corporate recognized the need for change and acted to improve the process for 1994

Opportunities

• Developing and implementing integrated HR and business unit planning will improve performance

• Workforce and Human Asset Planning is a small part of Business Planning Process

• Our workforce plans and strategies are viewed as sensitive and restrictive in distribution

• Where they exist, HR plans and forecasts are not integrated with business plans and each other

• Forecasts (numbers) are considered inaccuratewed as an exercise versus adding value to the BU/D workforce planning

Findings

Strengths

• AT&T Continues to Attract Interest from the Technical and Managerial Ranks

• AT&T Maintains an Active and On-Going Relationship with Top Universities

Opportunities

• By Addressing Four Areas of the Hiring Process, 2-6 Weeks Could Be Saved in Filling a Position

• A Streamlined Matching Process Could Improve Service and Lower Administration Costs

• A Strong Link to the Forecasting Process Will Help AT&T Attract Quality People in a Shorter Timeframe

Findings

• The Time Required to Hire Someone Is Normally Between 6 Weeks and 6 Months

• The Process of Matching Candidates to Positions Is Done Manually and Is Fairly Subjective

• The Link Between the Hiring Process and the Forecasting Process Is Weak

Strengths

• Force Management Process (FMP) recognizes the need to minimize the effects of displacement

• Force management offers innovative options and opportunities for those in the process

Opportunities

• A streamlined FMP will reduce HR costs and increase customer satisfaction

• An effective workforce planning process will keep more people employed and increase BU/D performance

Findings

• No one knows the true cost of HR involvement in the FMP

• BU/D leaders believe the process is cumbersome, time consuming and disruptive

• Force management decisions are not a part of an HR planning process

• Fewer and fewer AT&T employees are offered opportunities in other business units

• We don’t prepare our employees for the “Jobs of the Future”

Initiatives

Initiative Name Contact

Your Input Please!Strengths

Comments

Opportunities

Do You Agree?

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Management Staffing Process

Brown Paper

Corporate HR

Management Employment

Process

Brown Paper

Corporate HR

Force Management Process

Brown Paper

Corporate HR

Management Planning &

Forecasting Process

Brown Paper

Corporate HR

Position Filling System

Effectiveness

Brown Paper

Corporate HR

Findings Flags

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2 Decision Diamonds

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Our Common BondRespect for IndividualsHighest Standards of IntegrityTeamwork

Dedication to Helping CustomersInnovation

Human Resources RoleAs members of the AT&T Human Resources community, we participate as equal partners in continuously revitalizing and transforming the organizations we support into environments in which AT&T people worldwide share in achieving the business mission.

We share a commitment with our partners to:

Develop competence within individuals, teams and organizations to accelerate change for success in a rapidly evolving global marketplace.

Foster a climate in which AT&T people live ‘Our Common Bond.”

And, we make a commitment to our partners to:

Maintain our professional and business knowledge at leading edge levels and provide world-class, high quality Human Resources programs and delivery systems that enable the people of AT&T to attain the highest levels of satisfaction and performance.

The ultimate measure of the contribution of the Human Resources Community is the progress made throughout AT&T in creating value for our people, our customers and our shareholders.

Foundation GoalTo keep as many people in this process

employed as possible