vf's perfect fit for talent management
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VF’s Perfect Fit For Talent Management “SOLVE! Talent Management Under the Microscope” Conference
9th DDI Summit: April 29-30, 2014
Presented by Ron Lawrence, PhD, SPHR Vice President, Organization Development and HR Corporate Services
VF Corporation
2
Today’s Presentation
• VF: Who We Are, Our Strategy & Performance (Financial, People)
• The VF Talent Journey
• Lessons Learned and Next Steps
• Q & A
3
VF CORPORATION:
WHO WE ARE,
OUR STRATEGY &
PERFORMANCE
4
VF Corporation
5 HUMAN RESOURCES
Talent Leaders Culture
®
You may not know VF Corporation, but you know our brands.
6 HUMAN RESOURCES
Talent Leaders Culture
World's leading supplier of branded
apparel
Public company: NYSE:VFC
$11.4 billion in 2013 revenues
#250 on FORTUNE 500 listing
150 countries / 59,000 employees
Strong brands with leading market shares
Multiple channels of retail distribution
Financially strong and conservatively
managed
Powerful Brands. Powerful Platforms. One VF.
7 HUMAN RESOURCES
Talent Leaders Culture
VF’s Strategy has yielded Share Price Growth that’s among the best in the world.
2003 2017 2013
$61.25
$300
$75 2003-2012
VF was the
58th best-
performing
stock in the
$38
$245
12/20/13: 4 for 1 split
at $245 per share
8
VF HR placed #17 in
“Most Admired for HR” study in
HUMAN RESOURCE EXECUTIVE
Magazine’s 2013 poll (Dec 2013 issue),
up from #37 in the 2012 study.
Most Admired for HR
1. Apple
2. Qualcomm
3. ExxonMobil
4. Royal Dutch Shell
5. Amazon
6. Google
7. Whole Foods Market
8. Nordstrom
9. Marriott International
10. Starbuck’s
11. Walt Disney
12. Nestle
13. Nike
14. Caterpillar
15. J.P. Morgan Chase
16. John Deere
17. VF Corporation 18. American Express
19. Boeing
20. Colgate-Palmolive
Other Apparel Companies On List
38. Ralph Lauren
47. PVH
VF’s HR work gets good external recognition, which aids our recruiting and retention efforts.
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We are proud to say we are one of FORTUNE’s “Top Companies For Leaders.”
Top Companies
for Leaders
Award
presentations in
Charlotte in
2010 and 2012.
FORTUNE Awards Ceremony in 2010
FORTUNE Awards Ceremony in 2012
2009 #22 Top Companies For Leaders 2011 #17 Top Companies For Leaders
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•
Most recently, VF placed well in Chief Executive magazine’s study of “Best Companies For Leaders.”
2014 Rankings:
1. Procter & Gamble
2. IBM
3. General Electric
4. Accenture
5. Unilever
6. Dow Chemical
7. McDonald’s
8. Monsanto
9. Hormel Foods
10. General Mills
11.VF Corporation 12. W.W. Grainger
13. Caterpillar
14. Verizon Communications
15. TJX Companies
2014 was VF’s first year of
participating in this specific study.
January/February 2014 Issue
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VF’s workforce is global, and developing leaders and common culture across such breadth is challenging.
North America USA Workforce: 26,060 Salaried: 8,912
South America Workforce: 944 Salaried: 670
Europe Workforce: 6,003 Salaried: 5,202
Asia Workforce: 6,018 Salaried: 3,328
Africa Workforce: 570 Salaried: 140
Central America Workforce: 2,851 Salaried: 588
VF’s workforce is in 54 countries
Total EES = 58,965
Add’l North America Canada/Mexico/Dominican Republic Workforce: 16,519 Salaried: 2,892
VF WORLD HQ Greensboro, NC
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Where was VF a decade ago?
• Valued leadership & talent development, but through most of company history, such efforts managed at brand or business unit levels (minimalist from corporate center).
• Started to pursue a company-wide leadership development strategy in 2004, as part of VF’s Growth Plan that added several senior roles:
• VP of Customer/Retail: Gannaway (from Sara Lee – started July 2004)
• VP of Mergers & Acquisitions: Terkelsen (from GE – started Dec 2004)
• VP of Strategy: Dull (from McKinsey – started Jan 2005)
• VP of OD: Lawrence (from Capital One -- started Jan 2006)
• VP/CIO: Schneider (from Gillette/P&G -- started Mar 2006)
• Combined Compensation & Training role prior to 2006 had developed some training programs, but VF created a separate & distinct Organization Development function in late 2005…
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That’s when Captain Corporate America joined the team! (okay, not really)
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When hired in January 2006, I did a needs assessment and created this “plan on a page”.
VF is recognized as the best-practice “talent development”
company in the apparel industry (THE Employment Brand).
Provide learning, talent development, performance management, leadership,
change management, succession planning & organization development solutions
that foster individual, team, and organizational
growth, engagement, transformation & business results
OD
Vision
OD
Mission
Strategic
Goals
Maximize business
& employee impact
of OD/HR initiatives
Deliver excellent HR
solutions efficiently
& effectively
Enable a best-in-
class performance
culture for VF
Talent pipeline
Succession planning
Talent development
agenda
Human Capital metrics
Career stages,
competencies & roles
Classroom training &
alternatives
Learning technologies
Training standards
Fiscal responsibility & ROI
for all OD/training
Align OD efforts to VF
strategic imperatives
Perf Mgmt practices
Learning organization &
development culture
Employee productivity,
engagement, value, diversity
Strategic direction for VF
learning, w/in a decentralized
framework
HR
Mission
HUMAN RESOURCES is a GLOBAL STRATEGIC PARTNER committed to
Achieving VF’s objectives by Maximizing Talent, Building Leaders, &
Advocating a Culture of Integrity & Respect.
15
The work commenced with a 3-year plan vetted with the C-Suite.
These slides are from the
deck presented to
then-COO (now CEO) Eric
Wiseman in April 2006
that outlined the findings
and presented a plan and
metrics.
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Let’s recap the journey. In year 1 (2006) we began introducing foundation elements.
• Succession Planning focus: new tools
• C-Suite Talent Reviews: STAR meetings
• New talent assessment tools (e.g., 9-Box)
• Renewed focus on Performance Management
• New Executive Mentoring program (EMC2)
• Revised, expanded exec (XL) reading program
• Relaunched Exec Dev programs (e.g. VFLI)
• Commenced executive on-boarding practices
• Piloted Action Learning teams in Supply Chain
• Established VF Learning Community to share resources
• Established on-line mgmt & research resources
Learning & Development
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In 2007 VF continued to introduce more Organization Development tools & practices.
• Launched VF Global Associate Survey
• Successfully piloted E*Learning
• Developed Middle Mgmt curriculum
• Launched VF Diversity initiative
• Identified Key Roles & did a “blocker” analysis
• Launched Executive Coaching
• Began T&D financial inventorying
• Developed HCM strategy: 5-year HRIS plan
• Perf Mgmt: cross-calibration, ratings guidance
• New programs: MAX & Best of MAX (e-business)
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In year 3 (2008) these practices were further instantiated, with more efforts launching.
• VF Leadership Institute deliveries
• Senior Talent Reviews on-track 2x a year
• 2nd VF Global Associate Survey (done Sept-Oct 2008)
• Middle Mgmt T&D: driving e*learning utilization
• Commenced High Performance Workforce Initiative
• Commenced HCM/HRIS implementation work w/ Talent Acquisition efforts (Taleo)
• MAX Innovation program: delivered May 2008
• Mentoring Program: completed EMC2, & designing EMC3
• Put 2 new, improved 360-feedback tools in place
• Introduced Chairman-led exec development forums
THE RIGHT STUFF
EMC3
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In 2009, we kept supporting what we’d put in place, but also kept building on it.
• Began the High Performance Workforce Initiative: retooled Perf Mgmt to have a global competency framework, improved ratings differentiation, better feedback mechanisms. Ultimately became new MAXIMIZING PERFORMANCE process
• Began global rollout of Talent Acquisition systems to attract & on-board talent additions
• Continued to drive HCM/HRIS implementation
• Emphasized connecting the OD and T&D efforts of Corporate, Europe & Asia
• VF makes FORTUNE’s Top Companies For Leaders poll for the first time at year-end – hitting the goal!
20
2010 brought a new focus on Innovation.
• Talent reviews continued and expanded deeper into organization: PFP reviews, Europe & Asia reviews, etc.
• 3rd VF Global Associate Survey done (April), & VF affirmed as full member of Mayflower Group survey consortium
• Maximizing Performance impleented across company, w/ 6 Mgmt Dev modules provided to 2000 leaders (details later in deck)
• Talent Acquisition software up and running in US and Asia, installed in Europe at year-end. G-Comp installed for all MICP.
• MAX Innovation program delivered at MIT
• Pilots of new 360-feedback & coaching process The Leader’s Path conducted (rolled out broadly in next ear)
• Rolled out new “job moves to develop global leaders” program
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In 2011, the goals became further acceleration and renewal.
• Developed and rolled out VF’s Leadership Essentials Acceleration Process (LEAP) assessment experience (w/ DDI)
• 4th VF Global Associate Survey done (September) with new vendor, Corporate Executive Board
• MAX Global Brand Management delivered in NYC
• Conducted the first “go outside” meeting of the Organization Development Advisory Council (HR and OD heads of other FORTUNE 200 companies visit VF and assess our work)
• Launched the global/across-HR Redesign Development Initiative (ReDI) in October to provide more development offerings for middle management and front-line leaders
• Developed and launched Leadership Connections Plus program for senior executives to build relationships with rising talent
(modeled on PepsiCo’s “weekend at the CEO’s ranch” program)
• VF named one of the Best HR Organizations in HR Executive, and makes FORTUNE’s Top Companies For Leaders poll a 2nd time
ODAC
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In 2012, pilots of new programs became a priority even as more accolades came our way.
• Two VFLI programs were conducted, and for the first time ever the program was delivered in Shanghai, China
• LEAP program continued with cohort #2
• MAX Winning Organizations delivered in Tarrytown, New York
• Conducted 2nd Organization Development Advisory Council w/ attendees from Pepsico, Lowes, YUM! Brands, Eli Lilly, CCL, etc.
• Developed and began piloting new programs of the ReDI/LEAD (Leadership Excellence and Development) project across VF
• Executive Committee oversaw creation of an IMPACT ROLES list that we use to monitor key transitions and developmental needs.
• VF HR was named the 37th best HR organization in a global study by HR Executive Magazine (Dec 2012)
ODAC
VFLI Asia
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Last year we enjoyed some further wins as the company broke the $11B revenue milestone.
• 5th VF Global Associate Survey done (April), with record participation rates across the company
• LEAP program continued with cohort #3
• MAX Digital! delivered in Silicon Valley
• ODAC #3 conducted w/ leaders from Pepsico, Eli Lilly,
McDonalds, Whirlpool, Corning, UNC Charlotte
• CORNERSTONE succession planning software module implemented to build Talent Profiles for MICP population
• Continued rollout of new programs of the ReDI/LEAD (Leadership Excellence and Development) project across VF
• Key Talent Segment reviews introduced in the STAR meetings, with in-depth reviews of all Finance and Retail talent completed.
• VF named #17 best firm for HR in HR Exec magazine, & CHIEF EXECUTIVE magazine names VF #11 Best Company for Leaders
ODAC
MAX DIGITAL
ODAC
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Attract
&
Recruit
Assimilate
Develop,
Manage,
&
Move
Reward
&
Retain
Retire
&
Outplace
Manage HR Information
VF’s development strategy relies on segmentation: do the right things for right people at right time.
Segmentation
&
Development
Planning
Job
Assignment
Training
Programs
Coaching/
Feedback
Off-Job
Experiences
Segmentation &
Development Planning:
• Performance Management
ratings differentiation &
renewed emphasis on
Development Plans underlie all
development planning
• Targeted development
examples:
•Senior Execs: Coaching
•Top Talent: VFLI, EMC2,
Job Movement, coaching,
new training programs
•Other MICP, PFP: middle
mgmt curriculum, EMC2
Develop HR Talent
•Job Assignment
Stretch role
Strategic project/Action Learning
•Training/Education
Executive/Leadership Training
Formal Education
•Coaching & Feedback
Assessment experiences
360 feedback
External coach
Internal mentor
•Off-Job Experiences
Corp/non-profit board position
Community leadership
Speaking engagements
Development Accelerators:
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LESSONS LEARNED
&
NEXT STEPS
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One of the most important early moves: secure and engage your C-Suite Steering Committee.
• Every business unit at VF does a 2-4 hour review of its business results every quarter – no exceptions
• When we launched the VF OD agenda, we asked for and got the same approach
• Every quarter the CHRO and VP OD meet with the OD Executive Committee (VF’s “Top 6”: CEO, CFO, Global President Supply Chain, and VF’s 3 Group Presidents) to:
– Review strategies and progress
– Do specific “deep dives” as appropriate (e.g., Impact Roles mapping, calibration of other senior roles)
CEO Eric Wiseman CFO Bob Shearer GP Scott Baxter GP Karl Heinz Salzburger GP Steve Rendle SC President Tom Glaser
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Anchoring Beliefs
“Leaders Teach Leadership” & “Leaders Learn Best By Doing”
• Training programs:
• Middle Mgmt curriculum
(Maximizing Performance)
• “Leaders as Teachers”
(mgrs deliver classes)
• VFLI, SCU, MAX, etc.
• Feedback & Reflection
•360 feedback options: The
Leadership Circle profile, tools
from CCL
• Executive Coaching
• Job Movement
• 24 x 7 x 365
• Structured, tracked
• Global assignments
• Moves planned in
STAR meetings
• Key Roles analysis
• Robust Performance Mgmt
process
• Development Plans emphasis
• “Action Learning” project teams
Be clear on your philosophical views and align the work accordingly.
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Start with a focus. We began with Top Talent and created an anchor process: STAR.
• Operating Committee reviews senior executive talent across company
• Presentation of talent, key jobs, anticipated needs
• Assess health of succession plans, including readiness, depth, and diversity
• Accountable executives commit to specific moves & other specific actions to enhance succession plans and development of bench strength The combination of these components drives increased officer
involvement & ownership of corporate executive talent decisions.
September
Executive Talent Review
“Review and monitor”
March
Executive Talent Review
“Plan and commit”
• OC members, Coalition Presidents review progress against prior commitments
• Opportunity to fine-tune plans and to make new commitments
• Enables new plans to be developed to address changes in the business and the development of executives
• Meeting can parallel March design or be focused differently as needed (e.g., Hong Kong gathering 2008)
SENIOR
TALENT
ASSESSMENT
REVIEW
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The secret to success is constancy of purpose. Benjamin Disraeli
• Senior Talent Assessment Review meeting purposes: • Provide C-Suite members an overall talent update (MICP) with “deep dives” on select talent.
• Update 9-Boxes and discuss needed moves for Brand Presidents, VF Vice Presidents, and Directors.
• Open discussions of Talent Development progress & needs.
• Review open MICP-level roles: developmental moves to target.
• Reviewing VF’s STAR progress: meeting history. • 9/11/2006 Lake Tahoe, NV • 3/15/2007 Greensboro, NC • 9/18/2007 Greensboro, NC • 3/25/2008 Greensboro, NC • 9/10/2008 Hong Kong • 3/25/2009 Greensboro, NC • 9/22/2009 Greensboro, NC-led teleconference • 3/31/2010 Palo Alto, CA • 9/13/2010 Los Angeles, CA • 3/11/2011 Cancelled due to pending Timberland acquisition • 9/14/2011 Boston, MA • 3/19/2012 Greensboro, NC • 9/11/2012 Greensboro, NC • 3/11/2013 Greensboro, NC • 9/12/2013 Greensboro, NC • 3/4/2014 Greensboro, NC • 9/9/2014 Tentative Greensboro, NC
Be disciplined. Make Talent reviews a key milestone on the calendar, as important as any financial review. VF conducts day-long Senior Talent Assessment Review meetings twice annually.
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Align actions and words. We say “leaders teach leadership” – so we have to show it! We do.
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Use accessible models. For example, we strive to prepare leaders for the “turns” in their careers.
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Turn 2 Leading Managers
Turn 3 Leading Functional
Managers
Turn 4 Leading Business Managers
Turn 5 Leading Group Managers
Turn 6 Leading Enterprise Manager
(CEO)
Turn 1 Leading Others
Source: Charam,
Drotter, Noel.
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Find measures. VF uses global associate surveys to measure engagement, culture across the company.
• VF conducted its first global engagement survey in April 2007
• Multi-variate regression and cluster analysis are used to identify key themes and engagement drivers; comparisons to longitudinal results and external benchmarks drive action plans at VFC, business unit levels
• VF is a full member of the Mayflower Group survey consortium and benchmarks its results against ~50 world-leading companies, including GE, P&G, PepsiCo, 3M, IBM, Eli Lilly, Nike, Target, etc.
April 2015
Next Survey
Cycle
Commences
March 2007
VF conducts first
Global Engagement
Survey
October 2008
VF joins
Survey Consortium
September 2008
2nd global
Survey conducted
Nov 2010
VF becomes
full member
April 2010
3rd global
Survey conducted
Oct 2011
4th global
Survey conducted
April 2013
5th global
Survey conducted
Q1 2011
Vendor change
33 HUMAN RESOURCES
Talent Leaders Culture
We use what's proven. Survey OD is a powerful tool, so we leverage it.
Approach to Raising Engagement
1. Establish common
definition
2. Assess
engagement levels
3. Identify key drivers
4. Develop & implement
action plan
VF’s Survey is
administered by
Corporate
Executive Board
VF’s Survey: • 22 languages
• On-line & paper
• 24 month cycle
• Benchmark w/
Mayflower Group
• Ofc & retail ees, w/
additional SC subsets
34
Be consistent and maintain things that work. Program example: VF Leadership Institute. VFLI is in its 11th year and continues to provide great development for rising talent.
VF Leadership Institute Learning Objectives:
1. Develop specific skills re: business case problem-solving; innovation & design thinking;
consumer insights; communications & executive presence; global leadership; managing
team dynamics.
2. Provide a forum for participants to build cross-coalition, cross-functional, and cross-
geography relationships and networks.
3. Provide Operating Committee members an opportunity to observe the thinking and
executive presence of rising VF leaders.
The 2013 business case problem was co-written with business leaders from VF’s 2nd largest brand
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Innovate. We create custom programs like VF MAX to push ourselves to do new things.
Design includes lectures,
various experiential &
“immersive” learning, group
work, “hands on” individual
experiences, and plenty of
fun team-building as well.
36
For example, the 2012 VF MAX had us piloting experiential team-building on sailboats.
37
• Example: VF’s LEAP program, a custom-designed,2-day assessment experience to target attributes and competencies needed to be a successful Marketing Unit President or Functional Senior Executive.
• 30 participants 2011-2013, with 10 more underway this year.
Leadership
Essentials
Acceleration
Process
Drive Innovation
Think Globally
Drive Growth
Hire, Develop and Inspire
Superior Talent
Deliver Financial Results
Targets Leadership Capabilities Needed
Work with Good Partners. DDI has been invaluable to us in crafting numerous solutions.
38
DDI was also a key partner to VF as we retooled VF’s Performance Management process (2008-2010.)
One Key Deliverable: A Global Competency Model
39
Create a network of powerful partners. Stretch. The VF MAX program always includes partnering with a major university.
In 2010, ~70 execs from around the world spent a week in the various labs of MIT’s Media Lab (Dr. Andy Lippman, Director of the site.)
40
Go Outside. Our OD Advisory Council gives HR invaluable input on our talent agenda.
2011 2012 2013
What is ODAC? • Corporate OD team’s informal “board of directors” assembled via team networking
• How it works: 6-8 heads of OD, Talent, and/or HR from leading companies, and 1-2 academics,
invited for a day (6 hours) of best-practices sharing – with the VF OD agenda as case study
• VF covers all travel expenses and compensates attendees for their time and insight by either
offering a donation in the person’s name to a specified cause or we give them VF products
(jackets, jeans, shoes) and invite their feedback on the quality of the products as well as on our
processes/practices
• Meeting is attended by all VF OD staff, as well as invitees from across HR and other parts of the
business – hugely popular meeting
41
Remember: small can be mighty. The enterprise-wide OD team started small, and remains lean even today.
Field HR Staff w/
T&D responsibilities
Field HR Staff w/
T&D responsibilities
Field HR Staff w/
T&D responsibilities
Field HR Staff w/
T&D responsibilities
Field HR Staff w/
T&D responsibilities
Field HR Staff w/
T&D responsibilities
Open – Mgr,
L&D & OD
42
It’s not all been smooth sailing. Some of the challenges we’ve faced….
• Dynamic tension between Corporate and field offices (brands and regional HQ’s) re: governance – who decides and who funds?
– Corporate Federal
– Group/Coalition State
– Brand/Local City/Municipality
• Above issue exacerbated by the “One VF” message – how is that meant to work in practice? Still figuring out.
• Limited resources means “haves & have nots” (some brands doing well and seriously funding, others not and pulling the $$) -- how to manage these issues and communicate about them…
• Former OD head for Europe wasn’t a dotted line and did not want to play with the center – made for some disconnects, challenges
– Naming programs the same as Corporate offerings, etc. (VFLI EMEA)
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THANK YOU
FOR YOUR INTEREST IN OUR WORK.
WHAT QUESTIONS DO
YOU HAVE?
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