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?

(Give Us Your Comments)

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

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2 Rectangles

2 Decision Diamonds

Medium Cloud

Telephone

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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