is your talent at risk?
Post on 06-Jan-2016
24 Views
Preview:
DESCRIPTION
TRANSCRIPT
Page 1
Recording of this session via any media type is strictly prohibited.
Page 1
Is Your Talent at Risk?
Identifying High-Performing and High-Potential Employees
Page 2
Recording of this session via any media type is strictly prohibited.
Jennifer Barton, SPHRChief Operating Officer | Willis Human Capital PracticeAs COO of the Human Capital Practice for Willis North America, Jennifer has responsibility for 48 offices throughout the US and Canada representing just over $330 million in revenue. In this capacity she is responsible for defining, creating and deploying best-in-class client deliverables designed to address human capital risk. Under her leadership, the consulting practice has grown to consultant with over 3,000 clients across the United States in areas such as Human Resources, Communication, Compliance, Health Outcomes and Reporting and Analytics.
Cherie CoenenDirector of Human Resources | Jack Link’sCherie is Director of Human Resources at Jack Link’s Beef Jerky, leading corporate human resources. Within her role, she manages: recruiting, training, HR systems, performance management, and compensation. She focuses on objectives of the overall business and integrates those into HR strategies related to organizational design, talent management, automation, analytics, pay/rewards, and development.
Page 3
Recording of this session via any media type is strictly prohibited.
What to Expect
1. Talent and It’s Impact on Organizations Today2. Defining Performance For Your Organization3. Identifying Positions and People
o Identifying Critical Positions and Critical Workforce Segments
o Identify High-Performing / High-Potential Employees 4. Aligning Resources to the Business
o Employer Value Proposition5. Jack Link's Beef Jerky: Our Story
Page 4
Recording of this session via any media type is strictly prohibited.
Operating Expenses
What is your organization’s largest line item in your operating expense?A. Travel and ExpensesB. FacilitiesC. UtilitiesD. Salary and Benefits
Page 5
Recording of this session via any media type is strictly prohibited.
The Cost of Human Capital
Metric Name N 25th Median 75th
Revenue per FTE 138 $204,337 $370,399 $842,530
Profit per FTE 98 $16,476 $42,773 $128,416
Human Capital ROI 73 1.18 1.40 2.00
Gross Profit per FTE 42 $14,862 $81,225 $259,244
Labor Cost Revenue Percent 90 14.8% 28.8% 43.3%
Labor Cost Expense Percent 57 21.7% 40.7% 53.4%
Labor Cost per FTE 99 $82,823 $101,566 $119,795
Total Compensation + Benefits / Total Cost = Labor Cost Expense
Source: 2013 PWC Saratoga Benchmarks
Page 6
Recording of this session via any media type is strictly prohibited.
Talent is the Number Risk for Organizations Today
• Talent acquisition and access• Retention and engagement• Skills are scarce and dramatically different• Workers have high expectations• Global, highly connected, and technology-savvy
Metric Name N 25th Median 75thTurnover Rate 233 9.6% 12.6% 16.3%
Voluntary Separation Rate 222 6.2% 8.4% 11.0%
High Performer Voluntary Separation Rate 39 2.8% 3.9% 5.6%
High Potential Voluntary Separation Rate 16 0.6% 2.8% 4.5%
Source: 2013 PWC Saratoga Benchmarks
Page 7
Recording of this session via any media type is strictly prohibited.
What Should You Be Doing?Create a Plan to Manage Your Talent
Tale
nt In
vent
ory
HIPOs
Succession Candidates
Career Growth Candidates
Non-HIPOs
Key Contributors
Team Players
Problem Children
Exit
10% | 20%| 70%• Projects• Taskforce• Job Rotations• Temporary Accountability• Stretch Assignments• Fix-it / Turn-around• Development Plans• Cross-Functional moves• Internal and External Leadership Development• 360 Feedback
Page 8
Recording of this session via any media type is strictly prohibited.
Where to Start?The Business Strategy
• What is the organization’s strategy, goals and objectives?
• What indicators are you using to measure these goals?
• What are the current results relative to these metrics?
• What factors are / will challenge goal achievement?
• What factors are / will encourage success?
Business Strategy
Performance Goals and Behaviors
Positions and Workforce Segments
Identify High-Performing /
High-Potential
Employer Value
Proposition
Page 9
Recording of this session via any media type is strictly prohibited.
Identify the Talent to Drive Results
1. What skills and behaviors do you specifically need from your workforce to drive business results?
2. What employee group(s) most directly contribute to the achievement of this goal through their day-to-day performance?
Page 10
Recording of this session via any media type is strictly prohibited.
Where to Start?The Business Strategy
• What is the organization’s strategy, goals and objectives?
• What indicators are you using to measure these goals?
• What are the current results relative to these metrics?
• What factors are / will challenge goal achievement?
• What factors are / will encourage success?
Business Strategy
Performance Goals
and Behaviors
Positions and
Workforce Segments
Identify High-
Performing / High-
Potential
Employer Value
Proposition
Page 11
Recording of this session via any media type is strictly prohibited.
Measures That Build CommitmentConsidering the business goal and challenges you are facing,
what must employees do more, better, or differently to support this goal? Are there employees currently achieving desired
results? If yes, what are they doing differently?
Page 12
Recording of this session via any media type is strictly prohibited.
Identify Competencies
A measurable characteristic of a perform that is related to success at work. It may be:
• behavioral skill, • a technical skill, • an attribute (such as
intelligence), or • an attitude (such as optimism)
Page 13
Recording of this session via any media type is strictly prohibited.
Competencies that Drive PerformanceMost Likely Weakness within Managers
Strategic Skills• Dealing with Ambiguity• Innovation Management• Creativity• Perspective
Courage• Command Skills• Conflict Management• Confronting Direct Reports• Hiring and Staffing
Organizational Positioning Skills• Politically Savvy
Operating Skills• Developing Direct Reports and
Others• Directing Others• Informing• Managing and Measuring Work
Personal and Interpersonal Skills• Motivating Others• Self-Knowledge• Building Effective Teams• Managing Vision and Purpose
Page 14
Recording of this session via any media type is strictly prohibited.
Defining It For Consistent Application
For Illustrative Purposes Only
Page 15
Recording of this session via any media type is strictly prohibited.
Where to Start?The Business Strategy
• What is the organization’s strategy, goals and objectives?
• What indicators are you using to measure these goals?
• What are the current results relative to these metrics?
• What factors are / will challenge goal achievement?
• What factors are / will encourage success?
Business Strategy
Performance Goals
and Behaviors
Positions and
Workforce Segments
Identify High-
Performing / High-
Potential
Employer Value
Proposition
Page 16
Recording of this session via any media type is strictly prohibited.
Which Positions/ Roles Are CriticalTo What Degree on a Scale of 1 to 5
Involves identifying and/or developing growth opportunities in the organization
Involves developing strategy or designing new products Optimizes business processes and resources that drive performance Drives revenue Risk to the business if position is left vacant Manages other critical positions Involves relationships with external customers Requires exercising broad decision-making authority Requires using a wide range of skills and/or using rare skills Degree of competition for this position in the marketplace
Page 17
Recording of this session via any media type is strictly prohibited.
Essential to Calibrate Across the OrganizationNot Just by
Person…
…but by Position / Role / Workforce Segments
Page 18
Recording of this session via any media type is strictly prohibited.
Where to Start?The Business Strategy
• What is the organization’s strategy, goals and objectives?
• What indicators are you using to measure these goals?
• What are the current results relative to these metrics?
• What factors are / will challenge goal achievement?
• What factors are / will encourage success?
Business Strategy
Performance Goals
and Behaviors
Positions and
Workforce Segments
Identify High-
Performing / High-
Potential
Employer Value
Proposition
Page 19
Recording of this session via any media type is strictly prohibited.
Identify High-Potential and High-Performing
Exceeds
Expectations
Highly valued, seasoned professional in current role; remain at current level
Does extremely well at current job with potential to do more, give stretch assignments to help prepare for next position.
Consistently performs well in a variety of FIRST time assignments, prime targets for recruitment by other companies.
Effective
Probably solid performers in current roles. Could progress higher in specialty and become a high performer.
These individuals should be considered for a bigger job at the same level if they can deliver better results.
Current role may still provide opportunity for growth / development; focus should be on helping them improve performance
Low /
Untested
Consider reassignment, reclassification or exit.
Tight performance management is crucial, consider helping leader manage time more effectively.
Maybe job mismatch, new hire with lots of potential, or new assignments. May require coaching to improve performance.
Low Potential Moderate Potential High Potential
Potential
Long
-Ter
m P
erfo
rman
ce
Page 20
Recording of this session via any media type is strictly prohibited.
What is High Potential?• Critical thinkers who are comfortable with complexity and
ambiguity• Can readily deal with a wide variety of people and tough
situations• Typically in low supply…but high demand• Performs well in almost everything they take on
Page 21
Recording of this session via any media type is strictly prohibited.
Where to Start?The Business Strategy
• What is the organization’s strategy, goals and objectives?
• What indicators are you using to measure these goals?
• What are the current results relative to these metrics?
• What factors are / will challenge goal achievement?
• What factors are / will encourage success?
Business Strategy
Performance Goals and Behaviors
Positions and Workforce Segments
Identify High-Performing /
High-Potential
Employer Value
Proposition
Page 22
Recording of this session via any media type is strictly prohibited.
What is Your Employee Value Proposition?
The Company’s Ability• Attract• Motivate • Retain
Optimal Mix of Reward Elements• Compensation• Benefits• Work-Life• Performance &
Recognition• Development &
Career Opportunities
Employ Top Talent That Is…• Engaged• Satisfied
Drive Business Success• Performance• Results
Base your total rewards strategy on your talent
needs
Page 23
Recording of this session via any media type is strictly prohibited.
Total Rewards Gap Assessment Evaluate or Create a Total Rewards Strategyo Effectiveness of your rewards
elementso Alignment to your business
strategyo Competitive position
Develop an Action Plan o Resources and
recommendationso Prioritization and eligibility
Page 24
Recording of this session via any media type is strictly prohibited.
JACK LINK’SOur Talent Story
Page 25
Recording of this session via any media type is strictly prohibited.
Jack Link’s• Our Story
• Why we are prioritizing
talent initiatives
• Where we are today
• What we plan to accomplish
Page 26
Recording of this session via any media type is strictly prohibited.
Jack Link’s History
• Founded in 1985 in Minong, WI• Offices in Minnesota, Arkansas, Canada, and Europe• 5 production plants, 2 distribution centers• Operations in Brazil• Recent acquisition in Germany
Today Jack Link's is the leader and the fastest-growing brand in the meat snack category with more than 100 different meat snack products in more than 40 countries.
Page 27
Recording of this session via any media type is strictly prohibited.
Prioritizing Talent• Focus has been on growing the business• Now focused on sustainability• Time to invest more on human capital
People are our greatest Asset!
Engaged Employees
Engaged Customers
Sustainable profit and
growth
Page 28
Recording of this session via any media type is strictly prohibited.
What Are We Doing?
Implementing
Strategic, Structured, Consistent
People Programs that drive engagement and high performance
Values
Recruiting
On-boarding
Policies
Training
CompensationPerformance Management
Page 29
Recording of this session via any media type is strictly prohibited.
Where We Are Today• Strategic objectives and alignment across the company
• Employees know the Business Strategy• Employees clear about their roles and responsibilities and how they contribute
• Competency Modeling• Recruitment• Performance Management• Leadership Development
• Compensation and Rewards Programs • Programs to ensure we are competitive and rewarding performance
• Leadership Development Programs• Leadership Roles• High Potentials
Page 30
Recording of this session via any media type is strictly prohibited.
What We Plan to Accomplish
Employees
Recruit, engage, and retain the best people
Generate alignment with our strategy
Create an engaging place to work
Effective and engaging leadership
Recognize and reward performance
Development and growth plans
Customers
Strong focus on customer Brand strength Generate customer
satisfaction Enhance customer loyalty
Sustainable profit and
Growth
Sales Growth Profit Growth
Page 31
Recording of this session via any media type is strictly prohibited.
Questions, Final Comments and Contact Information
Jennifer Barton, SPHRChief Operating Officer | Willis North America Human Capital Practice233 S. Wacker Drive, Suite 2000Chicago, IL 60606-6306Jennifer.Barton@Willis.comwww.willis.com
Cherie CoenenDirector Human Resources | Jack Link’s110 N 5th Street, Ste 700Minneapolis, MN 55403ccoenen@jacklinks.com www.jacklinks.com
top related