is your talent at risk?

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Is Your Talent at Risk?

Identifying High-Performing and High-Potential Employees


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.


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


Operating Expenses

What is your organization’s largest line item in your operating expense?A. Travel and ExpensesB. FacilitiesC. UtilitiesD. Salary and Benefits


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


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


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


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


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?








Business Strategy

Performance Goals

and Behaviors

Positions and

Workforce Segments

Identify High-

Performing / High-

Potential

Employer Value

Proposition


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?


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)


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


Defining It For Consistent Application

For Illustrative Purposes Only








Business Strategy

Performance Goals

and Behaviors

Positions and

Workforce Segments

Identify High-

Performing / High-

Potential

Employer Value

Proposition


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


Essential to Calibrate Across the OrganizationNot Just by

Person…

…but by Position / Role / Workforce Segments








Business Strategy

Performance Goals

and Behaviors

Positions and

Workforce Segments

Identify High-

Performing / High-

Potential

Employer Value

Proposition


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


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








Business Strategy

Performance Goals and Behaviors

Positions and Workforce Segments

Identify High-Performing /

High-Potential

Employer Value

Proposition


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


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


JACK LINK’SOur Talent Story


Jack Link’s• Our Story

• Why we are prioritizing

talent initiatives

• Where we are today

• What we plan to accomplish

http://www.jacklinks.com/


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.



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



What Are We Doing?

Implementing

Strategic, Structured, Consistent

People Programs that drive engagement and high performance

Values

Recruiting

On-boarding

Policies

Training

CompensationPerformance Management



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



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



Questions, Final Comments and Contact Information

Jennifer Barton, SPHRChief Operating Officer | Willis North America Human Capital Practice233 S. Wacker Drive, Suite 2000Chicago, IL [email protected]

Cherie CoenenDirector Human Resources | Jack Link’s110 N 5th Street, Ste 700Minneapolis, MN [email protected] www.jacklinks.com

mailto:[email protected]

http://www.willis.com/

mailto:[email protected]


is your talent at risk?

Documents

human capital risk

retention of human capital

human capital roi731

highpotential employees

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talent management

story page

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