People: Workforce

McGraw-Hill employees are based in offices and facilities around the world. Responsibility for our workforce means that all employees receive competitive wages, health and life insurance, and that these benefits extend to spouses and, in the U.S., domestic partners.

We value individual contributions to our success by offering employees a multifaceted compensation program. Competitive base salaries are only the beginning. In addition to performance-based pay, we offer eligible employees participation in annual incentive plans.

A strong commitment to developing the skills and talents of our employees means a more highly motivated and engaged workforce. This commitment, in turn, leads to a more effective organization, one that delivers greater value to our customers and reinforces and builds on the leadership positions we hold in our different markets.

We continually expand available resources that not only help employees do their current jobs more effectively but also provide the tools to achieve their own personal long-term career goals. In 2011, we invested approximately $10.2 million in learning and development.

Available learning and development resources span a wide range of areas, including skill-based, in-person and online workshops, management- and leadership-development programs, and on-the-job opportunities to learn and develop new capabilities. Here are some examples:

• TalentLink: In 2011, we introduced an integrated online talent management system, TalentLink, to provide employees with tools to manage and progress their careers. The system gives managers a holistic view of talent across the Corporation, enabling them to find the right people for the right jobs.
• Tuition Refund Program: We encourage our employees to pursue ongoing educational opportunities. In the U.S. and the U.K., employees who work more than 20 hours a week may qualify to receive up to $5,000 a year in financial assistance through our Tuition Refund Program. In 2011, we allocated $1.6 million to the Tuition Refund Program in the U.S., and approximately 400 employees took part in the program.
• Digital Innovation Curriculum: To remain competitive, we have accelerated the scope of our Digital Innovation Curriculum. It includes a live webinar series, a suite of e-learning modules and in-person workshops to build innovation skills. Class topics included: Setting Innovation Metrics, The Front-End of Innovation, Business Model Innovation and Build a Better Brainstorm.

• Leadership Foundations: To strengthen the leadership and management skills of our first- and mid-level managers, we offer the Leadership Foundations program, which builds capabilities in a range of areas—from management essentials, to developing team leadership and business acumen. We have updated our curriculum for Leadership Foundations for 2012 and have added new modules to reflect our changing workforce.

• Key Leader Briefings: Our Key Leader Briefings keep senior management informed of strategic business issues. In 2011, Ted Smyth, Executive Vice President, Corporate Affairs, hosted a briefing with Mark Colombo, Senior Vice President, Solutions & Digital, FedEx about Fostering a Customer-Centric Culture. Video replays and reference materials from the briefings are accessible to all employees via our Intranet.
• Leadership Transitions: We held several Leadership Transitions sessions to provide new and transitioning leaders with targeted information, tools, learning events and resources geared towards accelerating the transition process.
• Manager’s Toolkit: The Manager’s Toolkit is an online resource that helps managers develop and enhance their leadership and management skills. It includes information about McGraw-Hill’s businesses and provides managers with useful content, suggestions and resources.
• Accelerated Development Group: The Accelerated Development Group is designed to enhance the leadership capabilities of high-potential employees to enable them to assume greater senior leadership roles. During each session, participants learn tools and frameworks and commit to applying the skills on the job to enhance their leadership capabilities. Sessions included a Mumbai-based program in collaboration with regional leaders in India.
• New Managers Program: The program helps new managers successfully transition from being an individual contributor to a people manager that can effectively achieve team engagement and drive bottom-line performance. Participants practice critical communication skills for managers focused on the following topics: Decision Making and Problem Solving, Motivating and Delegating, Coaching and Giving Feedback.
• Learning and Development Portal: We provide all employees with access to an online portal that offers more than 1,500 learning resources, ranging from e-learning courses to instructor led classes. Resources are categorized by skill: Business Essentials, Communications, Digital Innovation, Leadership, Performance/Productivity and Team Building.