Achievements 2011
Targets, Data, and Progress

Achievements 2011 Targets

Talent Development

As our products and technology evolve, we are in constant need of ambitious and talented professionals who can help Wolters Kluwer remain successful and competitive in the future. For that reason we are moving from conventional human resource models to Transparent Talent Mobility. We have established a comprehensive talent development strategy to get the right people with the right capabilities, in the right roles at the right time. We have a four-step approach:

• Talent Demand: An assessment of our talent requirements to meet our business needs. A Talent Governance Board provides leadership, direction, and sponsorship.
• Talent Supply: An inventory and assessment of our current talent. Our Global Talent Review process aligns with our business strategy, is simple and pragmatic, and drives transparency and accountability. A SWOT analysis of current Wolters Kluwer leaders is underway.
• Talent Plan: An organized approach to meet our talent requirements. The Wolters Kluwer Top Talent Review helps identify an enterprise pool of talented individuals who have the potential to move into leadership roles.
• Develop and Deploy: A structure to create the talent development methods we need to build and deploy talent.

We train our best people to be successful. The Global Leadership Development framework involves “leaders developing leaders”, which means that leaders and managers serve as role models and are held accountable for the development of talent. This approach helps to make talented people more visible within the organization and makes them known to our leaders, which helps people move up the career ladder. Our talent support network lets leaders share their experience with others.

Our talent development strategy is a key factor in keeping an engaged, motivated, and retained workforce because we have a culture of learning and development opportunities. Wolters Kluwer should be known as a builder of global top talent.

Repeat, Develop and Roll Out Organizational Health Index Initiatives

We believe our employees know better than any other group how Wolters Kluwer can improve as an organization. In 2010 we launched the Organizational Health Index (OHI) to benchmark our engagement and performance culture. Leadership was one of the strongest-rated aspects of the organization with a response rate of 62%: leaders at Wolters Kluwer set high expectations and help the company achieve success.

In order to use the results of the OHI in a meaningful way, we have launched a number of global employee taskforces to recommend practical actions centered on stimulating innovation, growing leaders, rapidly delivering results, and achieving the right level of local empowerment to act quickly on external opportunities and ideas. In 2011, new taskforces were formed to help identify specific actions raised through analysis of the first OHI survey results from 2010. As the recommendations of the task forces were presented in the third quarter, there has been insufficient time to assess changes from the baseline, so the survey was not re-run in 2011.

In addition to the OHI, our individual businesses conduct employee engagement surveys that concentrate on issues specific to their business. In 2011, our individual businesses completed their engagement surveys and we are re-evaluating how to measure employee engagement for 2012. In addition to the surveys, each business unit asks its employees for ideas, suggestions, and constructive criticism that can help improve Wolters Kluwer’s working environment.

Employee Engagement Data