new leader onboarding

Company Proprietary and Confidential Information

NEW LEADER ONBOARDING

TALENT MANAGEMENT

March 2021

Company Proprietary and Confidential Information 2

MODULE CONTENT

This material is part of RNDC University. RNDC-U provides a

structured and blended learning experience for RNDC Associates.

Our learning programs are based on a progressive training concept

anchored to the RNDC Leadership Competency Models. This

learning curriculum is for new supervisors, managers, and middle-

management roles.

© 2021 Republic National Distributing Company

Version 2

All rights reserved. This material or any portion thereof may not be

reproduced or used in any manner whatsoever without the express

written permission of the copyright holder except for the use of brief

quotations in a business review.

www.rndc-usa.com

Talent Management

Our Talent Philosophy

About HR 101

New Leader Onboarding

http://www.rndc-usa.com/


RNDC TALENT PHILOSOPHY

Our Talent Philosophy drives the RNDC Associate Success Roadmap which provides guidance on how to successfully

manage your career and workplace experience. We encourage our Associates to perform at their personal best so they

can achieve an enriching and progressive career at RNDC.

We believe every Associate is a role

model of our Core Values and

Leadership Competencies which

define how we behave as the

beverage alcohol industry leader.

Successful job performance and

leadership potential provide clear

distinction for our financial

investment on an Associate’s career

development and total

compensation.

Associates are rewarded for taking

accountability to continually grow

and learn. Conversely, a leader’s

proven ability to build a bench of

strong talent drives our success as

the Distributor of Choice.

Our talent philosophy is transparent so

that our Associates strive for career

success. As a result, the differentiation

that RNDC provides is a rewarding and

engaging career experience for our

Associates.

We are providing you this specialized learning experience to ensure you perform

at “your personal best”. Understanding our human capital practices will

enable you to build a strong and sustainable bench of talented and engaged Associates.


ABOUT HR 101

Human Resource disciplines are an integral component of our business model and the Associate Success Roadmap.

Human Resource disciplines include Talent Management (recruitment, selection, onboarding, training, professional career

development, succession planning and talent reviews, performance management); Culture and Corporate Social

Responsibility; Inclusion and Diversity; Employment and Labor Law; Labor Relations; Communications; Total Rewards

(benefits, compensation, and recognition) and HR Technology & Business Intelligence. As a highly professional

organization, we all have an accountability to ensure these business disciplines are executed with excellence.

This learning curriculum is titled HR 101 which explains important human resources practices at Republic National

Distributing Company (RNDC). These people-related practices, also referred to as human capital practices, include

processes, policies, tools, and legal requirements on why and how we manage and lead our teams. Our Associates and

teams are our most valuable asset at RNDC. Every supervisor and manager has a professional accountability to understand

these practices and role model the required leadership behaviors and Company standards to ensure we provide the best

workplace experience and culture that engages and supports the overall well-being of our Associates.


FUNDAMENTALS FOR A SUCCESSFUL TRANSITION

NEW LEADER ONBOARDING PROGRAM

5


YOU ARE A NEW LEADER!

TrustworthyHigh

PerformanceAmbitious

ReliableKnowledgeable

ResourcefulProgressive

UniquePra

ctic

al


OUR BUSINESS CHALLENGES AND GOALS

Business Challenges

Maximize Shareholder Value

Expand Supplier Relationships

Attract, Develop, and Retain the Best Talent

Execute Competently

Become an Extraordinarily Professional Organization

The objective/goal is to execute actions and demonstrate behaviors that result in year-over-year improvement in revenue and profit for the Company and its shareholders.

Improve year-over-year Revenue and Profit.

The objective/goal is to execute actions and demonstrate behaviors that result in delivering customer (internal and external) and supplier satisfaction.

Deliver Customer and Supplier Satisfaction.

The objective/goal is to execute actions and demonstrate behaviors that drive and deliver results using the principles of Execution related to processes, programs, and high standards.

Drive Results Through Flawless Execution.

The objective/goal is to execute actions and demonstrate behaviors using tools, technology, and innovation that result in the Continuous Improvement of processes, programs, systems, business efficiencies, and high standards.

Demonstrate Continuous

Improvement.

The objective/goal is to execute actions and demonstrate behaviors that support talent management initiatives and results in the professional career and skill development and training of one's team and oneself.

Develop Talent at all Levels.

As a leader, your role is

to contribute to the success

of RNDC. Knowing our

challenges and goals is

critical.

Business Goals


Our New Leader Onboarding and

Transition Program is a structured

learning process to successfully

onboard and transition new managers

or leaders into new roles and new

teams.

The process is

individually-geared to

the job position.

Ultimately, the goal is to

accelerate the breakeven

point of productivity to

ensure the new leader’s

success.

8

YOUR NEW LEADERSHIP ROLE

Based on your leadership abilities, performance, and results, you have been selected to lead a team of

professionals at Republic National Distributing Company. As you transition into your new role over the next few

months, you will be faced with many new challenges. To ensure your on-boarding and transition experience is

successful, you will participate in a process designed to help you identify challenges early in the transition as well

as solutions.


The transition to a new job role and/or team takes time. At RNDC, it’s important that our new leaders

experience a successful onboarding and transition to their new job role in order to maintain productivity and

positive business impact.

As such, the New Leader Onboarding and Transition Plan process:

• is for all first-time managers as well as experienced leaders in new job roles.

• involves the first 90 to 120 days in the new job role with defined key learning experiences.

• positions leaders for future success in their new job role by accelerating the breakeven point of success.

• When this structured process is executed with discipline, important business goals are achieved.

The new leader’s Manager and Human Resources Leader participate in the facilitation and support of the

process. With their support, the new leader is better prepared for the new job and is adding value within 90 to

120 days versus the norm of six (6) months or more. Therefore, the breakeven point for productivity is reduced,

and the success factor for the individual is raised.

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ONBOARDING PROGRAM OVERVIEW


Component One New Leader Onboarding and Transition Plan

Component Two Reading Selection and Debrief: The First 90 Days

Component Three

Mentor Assignment

Component Four New Leader Assimilation

Component Five SWOT Analysis and Action Plan

Component Six RNDC Center for Professional Learning Training Track Assignment

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ONBOARDING PROGRAM COMPONENTS


NEW LEADER ONBOARDING AND TRANSITION PLAN

COMPONENT ONE

11


NEW LEADER ONBOARDING PLAN

• Customizable template that your manager

completes with you.

• Record key transition touch points during your

first 90 to 120 days. It serves as follow-up

resource to ensure milestones are achieved.

About Your Onboarding

Your Learning Plan Your Network System Set-Up

About Your Team

Talent Review of TeamTeam Performance

GoalsTeam Business Strategy

About You

New Role Job Description New Role Performance Goals

About RNDC

The Company

Vision Statement

Core ValuesBusiness Goals

Associate Engagement


READING SELECTION, THE FIRST 90 DAYS

COMPONENT TWO

13


The RNDC Leadership Library of recommended reading selections is a

resource for professional development. Our reading selections are

selected for applicability to the business and our leadership

competency model. The debrief review addresses book content,

current and future RNDC application, and leadership competency

relevancy. The formal debrief document is cataloged as part of the

RNDC knowledge management bank.

To drive the importance of the onboarding process, RNDC has

identified The First 90 Days by Michael Watkins as the reading resource

for the transition and onboarding process.

This publication provides a game plan and various business tools for

the new leader. As part of your transition experience, a formal debrief

of this reading selection is conducted with your Manager and mentor.

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THE FIRST 90 DAYS


THE BREAKEVEN POINT

“The breakeven point is the point at which new leaders have

contributed as much value to their new organizations as they

have consumed from it. As shown in the figure, new leaders are

net consumers of value early on; as they learn and begin to take

action, they begin to create value. From the breakeven point

onward, they are net contributors of value to the organizations. “

“When 210 company CEOs and presidents were asked for their

best estimates of the time it takes a typical midlevel manager in

their organizations to reach the breakeven point, the average of

their responses was 6.2 months. The purpose of the transition

acceleration, then, is to help new leaders reach the breakeven

point earlier.”Reference: Watkins, Michael (2003, p. 2). The first 90 days


READING SELECTION AND DEBRIEF

•Begin reading The First 90 Days.

30 Days

•Finish the reading selection and begin the reading debrief. Begin to incorporate insights into SWOT.

60 Days

•Complete reading selection debrief. Share with mentor for feedback.

90 Days

•Present reading selection debrief to Manager.

120 Day Mark


MENTOR ASSIGNMENT

COMPONENT THREE

17


YOUR MENTOR ASSIGNMENT

Mentoring is a relationship between junior (or new) and senior (or tenured)

managers that focuses on coaching and development into a new job role.

The more-experienced manager provides personal insights, guidance, and

support which enables the mentee to act effectively on their own behalf.

The purpose of a mentor assignment is to assist the new leader in the

assimilation to the position, the team, the responsibilities, and/or the

culture of the Company.

The assignment can be informal or formal depending on the job role. Your

Manager and you will decide who can act as the right mentor for your

transition to the new job role.


YOUR MENTOR ASSIGNMENT

•Manager of the new Leader to identify a peer or senior mentor. Set up the introduction. HR to

provide A Guide to Mentoring at RNDC.

30 Days

•Begin mentor and mentee meetings. Key focus is the SWOT process.

60 Days

•New Leader presents and discusses SWOT and Action Plan with mentor for feedback.

90 Days

•Determine mentor assignment extension up to one year.

After the First 90 Days


NEW LEADER ASSIMILATION

COMPONENT FOUR

20


30 Days

• HR Schedules the Assimilation Meeting

60 Days

• HR facilitates the Assimilation Meeting

90 Days

•New Leader incorporates team feedback into the SWOT and Action Plan

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NEW LEADER ASSIMILATION

This is a structured process facilitated by HR Leader with the new Leader and the new team. The

purpose is to accelerate the relationship-building stage of the team. It provides an opportunity to

better understand each other’s styles, needs, strengths, and opportunities In addition, it’s a safe

forum for the direct reports to share issues, expectations, and information about the team and

business


As a follow-up, the HR Leader will provide a written recap of the meeting to the new leader and the Manager.

The entire direct report team reconvenes with the new leader and HR Leader. The HR Leader facilitates the final debrief with the new leader and the direct report team. The new leader answers questions, ask clarifying questions, or addresses concerns. The objective is not for new

leader to respond to everything, but to try to understand issues and listen to the team's ideas and concerns.

The HR Leader debriefs the new leader alone and reviews the team’s flip-charted answers. One hour should be dedicated to a good debrief.

The HR Leader will facilitate conversation with the team around a basic set of questions and flip chart the responses. When finished, the team is released for a timed break.

The new leader exits the assimilation meeting.

The Ground Rules are explained by the HR Leader. The Ground Rules include: (1) confidentiality expectations; (2) comments remainanonymous; and (3) professional and respectful conduct during and after the meeting.

Introduction of the new leader is made by the Manager. The new leader should encourage the team to be participative in the process.

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THE ASSIMILATION MEETING


GET TO KNOW YOUR LEADER

1. What do we already know about

our new leader?

2. What do we want to know about

our new leader?

LET YOUR LEADER KNOW YOU

3. How do we like to be led?

4. What do we want to tell our new

leader about the team?

5. What things are we proud of as a

team?

6. What things are we working on as

a team?

OUR TRANSITION AS A TEAM

7. What’s the composite (profile) of the

best Manager you’ve had in the past?

8. Six months from now, we will know the

New Leader Transition is successful, when

this happens…

9. How can we (the direct report team)

support the transition?

10. How can the new leader

transition best? What will help?

23

NEW LEADER ASSIMILATION – QUESTIONS


SWOT ANALYSIS

COMPONENT FIVE

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SWOT ANALYSIS OVERVIEW

Strategic Planning pays dividends to companies when approached in a

disciplined process with top down support and bottom-up participation.

SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis is a valuable,

proven, effective tool to use in the discovery and evaluation stage of strategic

planning.

It is an audit of the organization and the environment around the company. The

SWOT analysis is most productive when it involves the input of a cross section of

key managers in the process. Since SWOT analysis is an exercise dependent on

judgment, the input from multiple sources provides an opportunity to assure all of

the points of view and important issues are considered.

Thinking of and using the SWOT analysis as a team sport, in contrast to an

individual sport, will add value while expanding the horizon of the SWOT

“thinking” exercise.

ReferencesDix, John and Mathews, H.L. (2002, January). The process of strategic planning. Business Development Index, Ltd. and The Ohio State University Columbus, OH.

• This analysis is a convenient, easy way to identify

the relative position of your business unit to the

market, the customer, and to the competition.

• The SWOT analysis tool lends itself to the evaluation

of the business overall as well as to specific

functional areas within the business.


SWOT DEFINITIONS

THREATS are the obstacles the company faces in

trying to accomplish its Mission, Vision and Strategic

Goals. Threats may include items such as a competitor

moving on new technology or new products. Threats

may come from changes in government regulation or

lender covenants. Recognition of real or perceived

threats is to avoiding surprises that hinder goal

achievement.

STRENGTHS are those company attributes or activities

that you do better than most, or better than anyone

else, in your competitive environment. Include

categories important to success in your business. Supply

Chain, Marketing, Operations, Technology, Product

Development and, of course – People, are all SWOT

candidates. Think and analyze questions such as: What

do we do well? What do we do better than most?

WEAKNESSES are the attributes and activities that, if

substantially improved, would provide the company

additional probability for success. In this area it is

important to obtain two distinct views of the current

situation. The key questions are: What do we do not

so well? What should be improved? Are there

mistakes we need to avoid? Do others see our

weaknesses as we do, or differently?

OPPORTUNITIES are the attributes and activities that,

if substantially improved, would provide the company

additional probability for success. In this area it is

important to obtain two distinct views of the current

situation. The key questions are: What do we do not so

well? What should be improved?


The Change Objective SMART TacticsPotential

Obstacles

What Success

Looks Like

1

2

3

4

5

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SWOT ANALYSIS ACTION PLAN

Strengths

• Strength

• Strength

Weaknesses

• Weakness

• Weakness

Opportunities

• Opportunity

• Opportunity

Threats

• Threat

• Threat

Put it all

together...

To

develop

an Action

Plan.


RNDC U NEW LEADER TRAINING ASSIGNMENTS

COMPONENT SIX

28


The RNDC Center for Professional Learning provides a structured, multi-faceted training and

professional development program that will span an Associate’s entire career life cycle at RNDC.

The curriculum design is a progressive training track concept anchored to the RNDC Leadership

Competency Models. Our integrated learning framework includes the experiences you encounter

through real on-the job-training (70%); what you learn from others including mentors, supervisors,

and peers (20%); and the formal training and professional development (10%) that are already

part of our formal talent management processes. As a new leader, you will be assigned the

appropriate training courses that will address knowledge, skills, and the required abilities for the

new job role.

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RNDC U TRAINING ASSIGNMENTS


KEY LEARNINGS FOR YOU

As a New Manager

RNDC has an Associate Success Roadmap. This Roadmap includes supporting a New Leader as they onboard to their new role.

As a New Leader, your own your New Leader Onboarding and Transition Plan. Following the Plan ensures you are effective in your new role.

You are a RNDC Leader with many tools and resources for your success. However, you are only as successful as the effort you put into it!

As a HR Professional

HR is a champion to help others navigate their Associate Success Roadmap. For new leaders,

the New Leader Onboarding and Transition Plan is a critical part of the Roadmap.

HR plays an important role in building the capability of new leaders especially during the

New Leader Assimilation.

You are a RNDC Leader with many tools and resources for your success. Our mission is to

help others succeed in their job roles.


YOUR ROLE AS A RNDC LEADER

The foundation of our success is grounded in the core values of family, service, accountability, honesty, and professionalism.

We are an industry leader known for exceptional professional development and career advancement that delivers excellence

in long-term sustainable business results and job satisfaction. We offer a vibrant culture for professionals who desire a work

experience that makes them feel accomplished, challenged and engaged. Simply stated, relationships and belonging matter

at RNDC. Our Associates genuinely care about the people and communities they serve. Every day, our Associates are inspired

to challenge themselves and achieve the fulfillment that comes from making valuable contributions to a successful and

thriving organization.

Every RNDC Leader has accountability to understand our human capital practices and role model the required leadership

behaviors and Company standards to ensure we provide the best workplace experience and culture that engages and grows

our Associates. We appreciate your leadership and commitment to our standards of excellence and vision at RNDC.

Our vision is to be the national distributor of choice of beverage alcohol producers who value the three tier system,

building branded products and profitability for all parties involved, and serving the needs of our associates, suppliers,

customers and community.

new leader onboarding

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