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USA Operations Centers Leadership Development Associate (LDA) May 2017
No state or area have been identified for which exceptions exist.
The Leadership Development Associate (LDA) program facilitates formal work experiences to support enterprise leadership succession strategies. The LDA program is one of many development options intended to ensure Joyner maintains viable pools of candidates with diverse experiences and backgrounds for leadership positions. Placement into an LDA assignment provides leaders with an opportunity to further assess the employee’s leadership potential and capabilities.
LDA Participant Guidelines The eligibility guidelines for the LDA program are outlined in three sections:
LDA assignment
Prospective LDA participants
Exit strategy plan
LDA Assignment Guidelines LDA assignments provide short-term work experiences based on the employee’s leadership potential and development needs. LDA assignments may include placement into a position (ex. Team Manager, Administrative Services Manager, etc.) where the employee performs all or a portion of the job responsibilities, or a specialized assignment (ex. leading a project, filling a key role in starting up a new area, conducting research for Executive, etc.).
An LDA assignment:
Is identified and approved based on the needs of the organization.
Includes a temporary change in duties and responsibilities to broaden the employee’s leadership capabilities and attributes (ex. knowledge, skills, behavior, experiences, etc.) that cannot be accomplished in the current position.
Will be for six to 12 months, with the flexibility to consider 18 months duration as needed.
The duration is based on identified objectives and the development needs of the employee, and should not exceed the time necessary for the employee to become proficient within the 18-month duration guideline.
Durations of 12 to 18 months should be considered for employees who need first-line or second-line leadership experiences. This timeframe allows enough time to gain critical experiences and meet key learning goals.
Will be administered in alignment with other company policies (ex. eligible travel and expense reimbursements, Pay Policy for U.S. Employees, etc.).
Prospective LDA Participant Guidelines Employees eligible for an LDA assignment include those at the para-professional/support (PPSP), professional/technical (PRTC), management, or executive levels, who have been identified by management through talent review discussions as having the potential to move into or advance further in a leadership position. See High Potential Guidelines for additional information.
Selection of prospective participants for a LDA assignment is based on alignment between identified leadership development needs of the employee, and the LDA experience. Interviews are not held to place employees into a LDA opportunity.
Employee eligibility guidelines for an LDA assignment include:
Sustained demonstration of performance and potential aligned with future leadership roles and responsibilities.
Received a current management or executive level nomination above his/her current job grade that aligns with the LDA assignment
Received a readiness status of Ready Now (RN) or Ready with Development (Rw/D) 1-24 months, or Greater than 24 months.
Rw/D 1-24 months or Greater than 24 months should be targeted as it allows the employee time to develop in the LDA, and affords leaders with an opportunity to further assess the employee’s leadership readiness based on the LDA experience.
Ready Now (RN) status may also be considered; however, the following questions should be reviewed:
Is the LDA assignment needed if the employee has a RN status that aligns to the LDA assignment.
Is there a contingency plan if the employee is selected for an opportunity during the LDA assignment? Will the work from the LDA assignment be distributed among existing leaders?
Lateral management level LDA assignments may be considered. The employee should have an IT Architect, management or executive level readiness nomination above his/her current job grade.
Allocated 100% to an LDA assignment and no longer performing tasks of current role.
Completed, or during the LDA assignment be enrolled in, other leadership development training as appropriate.
Departments undergoing organizational change (e.g. migration, transition, structure studies, facilities strategy review, etc.) should consult with HR for additional guidance regarding LDA participation.
Exit strategy may include the employee:
Competing for opportunities during or at the end of an assignment; however, an exit strategy should always indicate a plan for the employee if no opportunity is obtained or available.
Returning to the same position held prior to the LDA assignment, or to a similar position within the organization subject to Joyner’s business needs.
A LDA exit strategy plan is subject to Joyner’s continuous evaluation of its business needs. Employees from departments undergoing organizational change (ex. migration, transition, structure study, facilities strategy review, etc.) who have been placed in a LDA assignment, should be included in the originating department’s plan, including, but not limited to, any placement, selection, or redeployment processes. During the LDA, the employee will remain aligned to the position held prior to the LDA assignment for purposes of any business evaluation that may occur.
LDA Process Below are the high-level process details regarding submitting, modifying, and concluding a LDA assignment. For more information, refer to the LDA Process job aid.
Background Check It is important that HR Talent Representatives consult with management regarding the need for a background check prior to the start of the LDA assignment and/or at the beginning of any subsequent job placement (i.e. concluding the LDA assignment). See Background Check policy for more information (ex. Joyner Community Credit Union, etc.).
Submit the LDA Request The hosting HR Talent Representative(s) may assist management with completing and submitting the LDA Request. The LDA Request is located on HREC Forms intranet page.
Key considerations include:
A LDA Request outlines the leadership development expectations and goals, planned start and end dates, and exit strategy plan that may be implemented on or before the planned end date. A LDA Request is not a contract; it does not guarantee a promotion, permanent placement into the LDA role, continued employment, or other employment benefits (ex. special achievement awards, etc.).
Hosting or releasing management should inform the employee that a LDA assignment is under consideration with the intent to provide targeted leadership development experiences. The employee will receive a copy of the LDA Notification e-mail that provides additional details upon approval of the LDA Request.
HR will review the LDA Requests to determine eligibility based on LDA guidelines.
Modify the LDA Assignment
The hosting HR Talent Representative may assist management with submitting a LDA Change Request to modify the original assignment. The change request is located within the LDA record.
HR will review and process requests in alignment with eligibility guidelines.
Conclude the LDA Assignment
The exit strategy plan is implemented to conclude the LDA assignment once the employee has achieved the key learning objectives, or has reached the approved end date.
A LDA assignment may conclude on or before the planned end date.
Compensation Guidelines Compensation factors relating to an LDA assignment include but are not limited to: Salary
An employee’s salary will be administered at the job grade held prior to the LDA assignment placement.
In situations where the employee has competed for, and has been selected for a job at the conclusion of an LDA assignment, and is eligible for a promotion, the amount and salary should not be retroactive for the timeframe of the LDA assignment.
Incentives
Employees in an LDA assignment are eligible for incentives based on the job and pay structure prior to the LDA assignment.
Special Achievement Award
Employees placed in an LDA may be eligible for a Special Achievement Award (SAA) based on characteristics of performance that qualify for an award.
An SAA is not a guarantee because an employee has been placed in a LDA. Contact HR with questions or refer to the Special Achievement Guidelines outlined in the U.S. HR Policy Manual for additional information.
Exemption Status
Non-exempt PPSP and PRTC level employees will remain in a non-exempt/overtime eligible status during the LDA assignment. Continued Timesheet completion expectations apply for non-exempt/overtime eligible employees.
Exempt PRTC and MGMT level employees will remain in an exempt status during the LDA assignment (ex. actual position or specialized assignment).
For more information, refer to the Pay Policy for U.S. Employees for exemption status definitions. Performance Assessment
Hosting and releasing management should collaborate to develop individual performance goals and expectations for “employee to new role” or “developing in a LDA assignment”.
During the performance year, the employee will be evaluated based on those expectations.
Goals and comments can be reviewed and updated throughout the performance year.
Hosting management should provide regular feedback to the employee during the LDA assignment. It is also important for releasing management to stay connected to the employee’s progress.
Hosting management will administer performance reviews while the employee is still performing in the LDA role. The employee should not be removed from the LDA assignment to have the releasing manager administer the performance review unless the employee has concluded the LDA assignment.
Hosting and releasing management should consult with HR Employee Care, or the hosting Talent Representative regarding compensation and performance questions relating to LDAs.
Merit Processing Employee movement into and out of LDA assignments should be minimized during the merit processing period.
Key considerations include:
Plan the LDA start date after the releasing department has closed out the employee’s merit decision in situations where the assignment is planned to start just before or during the merit processing period.
Conclude the LDA after the hosting department has closed out the employee’s merit decision in situations where the LDA assignment is scheduled to conclude during the merit processing period.
Hosting management is responsible for administering merit awards while the employee is in an active LDA assignment assigned to the hosting department.
Employees in an active LDA assignment should remain in the assignment assigned to the hosting department.
Employees should not be placed out of the LDA assignment, returned to the releasing department to administer the merit decision, and then placed back into the LDA assignment after the merit processing period.
Some situations may call for extending the LDA assignment until after merit processing has been completed, or conclude the LDA assignment permanently prior to merit processing.
Merit decisions are based on the employee’s job and pay group held prior to the LDA assignment (ex. Prof/Tech level employee placed in a management level LDA assignment will be included in the non-management employee group for merit processing).
Promotion Considerations
Promotions for eligible employees should be considered prior to or after the LDA assignment. Once the employee has been placed into an LDA assignment, the employee should not be removed to be promoted, and then returned back into the LDA assignment (a promotion will conclude the LDA).
Income Tax Considerations
LDA assignments planned for a different work location (ex. state) other than the employee’s current physical work location may have unintended consequences by impacting the employee’s compensation taxes (ex. taxes based on the hosting location vs. the employee’s original home state tax location). In these situations, the LDA cannot be processed in Manager Self Service (MSS).
Management should consult with HR Shared Services (HRSS) or the hosting HR Talent Representative to discuss the details, and potentially consider providing a remote LDA assignment, or a shorter development opportunity through the Temporary Work Assignment (TWA) program if applicable, or consider other leadership development options (ex. Preparing to Lead, etc.).
Salary Transfer
An employee will be assigned to the hosting department during the LDA assignment. Regular salary transfers should be submitted if it is determined that the releasing department will be responsible for the employee’s salary expenses during the LDA assignment. Please refer to Financial Services site and the Salary Transfer Job Aid. LDA-related expenses frequently discussed include:
Salary
Conferences
Travel expenses
Key Employee Actions The following section outlines the key actions and responsibilities for each of the following roles:
LDA Participant’s Role
Asks questions to ensure understanding about the LDA assignment scope which includes development goals, expectations, start and end dates, and exit strategy plan.
Continues to complete timesheets during the LDA if in a non-exempt/overtime eligible status. Asks questions as needed about work schedule expectations, overtime, timesheet completion, etc.
Meets with the L&D development advisor to discuss development objectives, scope of the LDA assignment, and other leadership training.
Asks questions to ensure understanding about compensation-related topics during the LDA assignment (ex. salary, exemption status, incentive program, performance reviews, etc.).
Is receptive to and acts on feedback provided during the LDA assignment.
Has completed, or during the LDA assignment will be enrolled in, other leadership development training as appropriate (ex. New to Role First-Line Management curriculum, Positive Employee Relations, Mid-Management development resources, etc.).
Shares development growth and learnings, successes and/or challenges of the experience with hosting and releasing management upon concluding the LDA assignment.
Releasing Management Role:
Consults with the HR Talent Representative in collaboration with hosting management a minimum of 15 days in advance of the LDA start date to plan the LDA, and ensure eligibility guidelines are met.
Partners with hosting management in defining the objectives for the assignment, developmental activities, and other details (ex. department responsible for salary, establishing performance goals and expectations during the LDA, employee’s work location, etc.).
Informs the employee that a LDA assignment is under consideration. The employee will receive a copy of the LDA Notification email upon approval of the LDA Request.
Collaborates with hosting management to explain compensation expectations during the LDA assignment with the employee (ex. salary, exemption status, incentive program, continued completion of timesheets for non-exempt/overtime eligible employees, work schedule expectations, overtime, performance reviews, etc.).
Partners with hosting management to ensure the employee understands a LDA assignment is for development purposes; and that it does not guarantee a promotion, permanent placement into the LDA role, continued employment, or other employee benefits (ex. special achievement award).
Supports progress toward other leadership development training as appropriate for the employee during the LDA assignment (ex. New to Role First-Line Management curriculum, Positive Employee Relations, Mid-Management development resources, etc.).
Connects with hosting management regarding the employee’s progress during the LDA assignment.
Partners with the hosting management for performance assessment, and pay decisions while the employee is in the LDA assignment.
Works with hosting management to implement the exit strategy plan as appropriate on or before the approved planned end date.
Maintains records of LDA Request and other related documents in the Supervisor Drop file.
Releasing Department Secretary/Alternate Manager Role:
Submits a Manager Self Service (MSS) transaction upon receipt of the LDA Notification e-mail that includes MSS instructions to place the employee into the LDA assignment. This e-mail is sent upon approval to the hosting and releasing management, hosting and releasing department secretaries/Alternate Managers, hosting and releasing HR Talent Representatives, LDA participant, and L&D.
Assists the hosting department secretary or management as needed with processing the LDA.
Hosting Management Role:
Consults with the HR Talent Representative in collaboration with releasing management a minimum of 15 days in advance of the planned start date to discuss the LDA, and ensure eligibility guidelines are met.
Collaborates with releasing management to define the key leadership development goals, primary responsibilities and expectations, duration, and exit strategy plan, and other details (ex. department paying salary, employee’s physical work location, performance goals and expectations during the LDA, etc.).
Works with the hosting HR Talent Representative to submit the LDA Request.
Announces the LDA assignment as appropriate upon receipt of the LDA Notification e-mail. The LDA participant will also receive a copy of this e-mail.
Supports progress toward other leadership development training as appropriate for the employee during the LDA assignment (ex. New to Role First Line Management curriculum, Positive Employee Relations, Mid-Management development resources, etc.).
Discusses the intent of a LDA assignment with the employee specifically that the LDA assignment is for development purposes. The LDA does not guarantee a promotion, permanent placement into the LDA role, continued employment, or other employee benefits (ex. special achievement award).
Discusses compensation expectations during the LDA assignment with the employee in partnership with releasing management (ex. salary, exemption status, incentive program, continued timesheet completion for non-exempt/overtime eligible employees, work schedule expectations, overtime, performance reviews, etc.).
Connects with releasing management regarding the employee’s progress during the LDA assignment.
Provides regular feedback to the employee during and at the end of the LDA assignment.
Partners with releasing management for performance assessment and pay decisions while the employee is in the LDA assignment.
Administers performance reviews and merit processing while the employee is in an active LDA assignment.
Discusses development accomplishments, new learnings, areas of strengths, and continued development needed with the employee in partnership with the releasing management.
Oversees the salary transfer in situations where the releasing department maintains the employee’s salary and/or expenses during the LDA assignment.
Works with releasing management to implement the exit strategy plan on or before the approved planned end date.
May maintain records of LDA Request and other related documents in the Supervisor Drop file.
Hosting Department Secretary/Alternate Manager Roles:
Assists management by working with the hosting area’s Budget Coordinator to identify the correct hosting department number, or determines if a new department number needs to be created to host the LDA assignment. The hosting department number must reflect the:
Employee’s physical work location during the LDA assignment
Segment/extended function where the work is being performed. This information is reflected in the employee’s Universal Profile (Internal Work History), and is needed for succession-related activities (ex. candidate searches, talent reviews, openings, etc.).
Submits a Manager Self Service (MSS) transaction to take the employee out of the LDA job code, and into subsequent job code upon conclusion of the LDA. This action concludes the LDA assignment.
Submits a Salary Transfer as needed when the releasing department continues to pay the employee’s salary during the LDA assignment. Please refer to Financial Services site and the Salary Transfer Job Aid.
Learning and Development (L&D) Actions
L&D’s Role
Contacts the employee being placed in an LDA assignment approximately seven to 30 days from the planned start date to discuss the LDA development plan and other leadership development and training needs as appropriate (ex. New to Role First Line Management curriculum, Positive Employee Relations, Mid-Management development resources, etc.).
HR's Talent Representative Role
Consults with business leaders when a proposed LDA assignment is being planned, during the LDA lifecycle as needed, and upon conclusion of the LDA assignment.
Ensures a background check has been completed when the LDA assignment involves movement into the Joyner Community Credit Union (moving into a Credit Union LDA assignment, or returning back to a Credit Union position upon conclusion of an LDA assignment in another function). See Background Check policy for more information.
Assists hosting management with the completion of the LDA Request or LDA Change forms.
Monitors LDA end dates and consults with management to ensure the assignment concludes.
Contacts HR Employee Care (HREC) with questions about LDA and Compensation policies (ex. performance, merit processing, exemption status, Timesheet Completion, U.S. Pay Policies, etc.).
HR Employee Care (HREC) Role
Responds to questions from employees and management regarding the LDA policy.
Provides department secretaries or Alternate Managers with a point of contact for Manager Self Service (MSS) transactions to place the employee into or out of the LDA assignment.
Partners with Workforce Strategy & Analytics – Talent Analysts to provide administrative support for the LDA program.
Workforce Strategy & Analytics – Talent Analyst Role
Develops guidelines and provides administrative support for the LDA program.
Provides consultation to HR on LDA policy guidelines.
Facilitates reviews as needed and the approval process for LDA Requests in partnership with the HRSS.
Maintains records of LDA Requests and other related documents according to Information Retention policy.
Compensation Role
Releases approved LDA job codes to the hosting department as part of the LDA process.
Inactivates the LDA job codes from the hosting department after the LDA assignment is complete.
Partners with Workforce Strategies & Analytics – Talent Analyst in creating new LDA job codes as needed.
Other Development Considerations
The Temporary Work Assignment (TWA) program provides business areas with a short-term work experience to meet temporary staffing needs and/or employee development.
A TWA can be considered when employees do not meet LDA guidelines, or when an LDA Request cannot be processed due to system limitations (ex. inadvertent impact to income tax status).