Today’s Business Realities

Sound Familiar?

• Financial market pressure for operational excellence, innovation, market expansion/adjacencies and emerging market growth

• Market health slowly returning in mature markets ~ growth opportunities rest outside of U.S. and Western Europe

• New type of leadership is required ~ global, open, innovative, mix of strategic and execution skills

• Businesses are doing more with less ~ including talent

• Difficult decisions are made every day compromising jobs, talent, alignment and engagement

Developing Talent Solutions Strategy Aligned with Business Strategies

“Serving as the Tip of the Spear”

J. Craig Mundy

Talent Solutions

Tip of the Spear Concept

Business Needs Talent Solutions Capability Gaps

Implications of not delivering ~ stakes are incredibly high • Risk missing financial commitments• Risk not having accurate data ~ “how can we forecast growth without this

information?” • Risk credibility with C-level ~ “damn HR people can’t even get basic information

about people right?”• Risk losing the right to steer primary business strategy, direction of the company

and serve as a trusted partner

• Ability to attract, develop, retain top talent with the right skills (especially in high growth markets) is critical to delivering on our ambitious goals

• People are our greatest enabler of success – must stop “managing talent”

• Planning workforce needs for the future:– Determining our strategic gaps– Identifying the best talent– Keeping them engaged

• Creating standard practices and processes, deploying systems that are consistent globally (rather than regionally) and will: – Increase our ability to predict our workforce needs– Accelerate the speed of identifying candidates internally and externally – Quickly assimilate people into new roles and shorten time to being fully productive– Retain and engage our people

Deliver the right talent at the right time and places based on global growth and need – without productivity loss or unnecessary business cost

Making the Business Case for Talent Solutions

Vision

More Of Less Of

• Recognizing employees•More development plans•Allowing employees to fail fast (embracing risk taking behavior)•Manager/employee empowerment•Leading boldly•Managers are better talent stewards•Employees having fun•Innovative ideas feeding the pipeline•Trust•Pride in the organization•Employee advocacy of IR•Transparency•More work prioritization (Operational Excellence)•Communication

• Top down management•Less centralization of decision-making•Unsafe work behaviors•Medical claims•Dysfunctional turnover•Absenteeism•Overburdening our employees•Non-valued added work•Feeling guilty•Feeling unappreciated

Behaviors

Making A Vision Actionable

Actions/Behaviors

Vision

Mindset

Mindset

• Company is fueled by highly engaged people whose outstanding performance contributes to the company’s market competitiveness.

•Senior leaders laugh + speak from the heart.•We have a culture that supports retention and engagement.•We empower the business leaders to run their businesses through expectation setting and accountability.•We have a risk-taking, innovative mindset•Talent Stewardship is a core competency of our people managers.•Our employees are competitively rewarded and recognized for their contributions.•We embrace fun in the workplace.•Relentless two-way communication.•Employees are empowered to balance their work and personal lives.

Talent Solutions Bull’s Eye Chart

Workforce Planning

Talent Acquisition

Talent Development

Retention & Engagement

Key Performance Indicators

Determine

Deliver

Develop

Empower

Track

Talent Solutions

Talent Solutions Defined

PROBLEMS - annoyancesWhat problems do we have getting the work done?•We say that engagement is important, but our leaders don’t actively work to engage our employees. •New people managers are not given the skills to be strong talent stewards.•Managers do not feel empowered.

ROADBLOCKS – major issues/hindrancesWhat roadblocks seem insurmountable?•Our culture is risk-averse and there is low tolerance for failure. •Recognition is not deemed as important. •There is a lack of trust prevalent throughout the organization (a two-way street).

POSSIBILITIES - ideasWhat could we accomplish if we didn’t have these?•Better financial results•Higher productivity with existing resources•More innovative ideas•We’d have loyal, proud employees who promote the organization•Less dysfunctional turnover•We will attract and retain key talent•People will clamor to come work

OPPORTUNITIES - actionsWhat’s the big opportunity?•A workforce of highly engaged people whose outstanding performance contributes to the company’s market competitiveness.•Leaders and managers who embrace employee engagement concepts, actions, tools and processes.

PRPO Template

Maturity Path and Evaluation Forms

Key Learning: Present in the Language of the Company• Operational Excellence, Profitable

Growth

• “The Language of Measurables” is one that leaders can relate

– Maturity Path – Evaluation Form

• Maturity path and measurable evaluation form for:

– Talent stewardship – Innovation– Communication– Recognition

• Developing a Winning Culture is driven by leadership

• Scarcity of talent resources, not challenging jobs

• Emerging markets looking for local leaders

• High growth businesses entering new markets require new skills

• Engagement is a significant advantage

• Turnover of top talent expected to increase

• Globalization of our business is requiring stronger regional capabilities

• Demographic shifts happening across the world

Business Challenge: Changing Leadership Needs

• Understanding dynamic markets in different regions• Managing virtually and across borders• Ethical and moral decisions• Cultural Differences• Effective Team Leadership • Humility – Openness to Learn• Global Business Acumen• Communications• Work-Life balance

Top Challenges for Global Leaders

Multi-Faceted Approach to Developing Leaders

Leaders to Make Most of OpportunitiesLeaders to Make Most of Opportunities

Changing ObjectivesChanging Objectives

Innovation Team ExampleInnovation Team Example

Talent Stewardship ~ Core Leadership Accountability

Talent Stewardship Mantra• Create an environment where every leader

engages and develops their employees, and every employee is engaged in their own development.

• To win, Talent Stewardship must be integrated into how we do business.

• Leaders must steward the talent management process on-time and together with their employees including:

– Goal setting with clear line of site to our mission and vision

– Performance management and development plans – Talent and organizational reviews, and succession

planning

• Because attracting, retaining and engaging employees keeps us focused on what matters – delivering business results and customer satisfaction.

“It’s a goal. I don’t want to let my manager down. I want to achieve that goal, and I want to keep moving forward toward the plan we’ve laid out. So, it definitely gets me more engaged, more involved.”

- Employee, North America

“They will create a lot of commitment with you and with the company. You will be more committed with your job. And, it will help you in your development.”

Employee, Latin America

Leader-Led Communications Strategy

Concept• Because managers create engagement … engage managers (L3, L4)

• Empower them with communications tools, training, processes and information (early and often) to engage employees

• Hold managers accountable for communicating with employees and for communicating relentlessly within functions and sites

• Ask the leadership team to model behavior and to build credibility for the engagement and communications processes

Employees relate locally and functionally first before engaging with a region, business or enterprise –

align our communications with how employees want to be engaged

Caveat: Employees want to hear about vision, strategy, direction, progress against goals and large scale changes directly from business leaders