talent management
Building Superior Talent to Handle Today’s Business Challenges Dr. Jeremy Lurey, Plus Delta Consulting & Kathryn Mullen, Americold
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Group Poll • If your top General Manager were to leave your organization, do you have a solid, well-developed backfill ready to go within your organization? • Yes • No
3
Group Poll • Do you think that the majority of your employees are willing to go above and beyond in their day-to-day activities? • Yes • No • If yes, how do you know? • Gut feeling • We do an engagement survey • We use other methods to measure discretionary effort 4
Meet Your Facilitators Dr. Jeremy Lurey President & CEO Plus Delta Consulting Kathryn Mullen Senior Director, Talent Development Americold
5
What is Talent Management? Talent Management is a business-critical function. It marks the intersection where the needs of an organization converge with the hopes and aspirations of the people who sustain that organization. Recruitment & Selection
Competencies & Job Descriptions
Training & Development
Leadership Development
TALENT MANAGEMENT Performance Management
Compensation & Benefits Career Pathing/ Succession Planning
Culture Management
6
Talent Management across the Cold Chain
7
Leveraging the Employee Life Cycle All employees experience the following “life cycle” within an organization… It’s up to you as leaders to determine where they end up!
Source & Select Develop & Deploy Who are your superstars? Let them shine!
Time for Training, Coaching & Succession Planning
Exemplify
Retire Good match, successful lifecycle
∆ ∆ Can you get ∆ your underRealign
performers back on track?
Excuse Source < Back to the Beginning >
Loss of resources – need to rehire 8
Confidential & Proprietary
8
New Hire Selection, Orientation & On-Boarding • Critical partnership between HR and the business when interviewing and selecting candidates • Day 1/Week 1/Month 1 orientation programs • New hire buddy systems • 30-60-90 day check-ins 1:1 Meetings
Continue ● Start● Stop
9
Plant Manager Playbook & Operator Training Programs • Standardize business operations • Document standard processes • Develop foundational framework for training • Create “special projects” for high-performers
10
Leadership Development & Group Coaching • Defined learning curriculum based on specific developmental needs • One-to-one coaching to build leadership capacity • Group workshops to discuss leadership challenges and real-life developmental opportunities together
11
Business Succession Planning • Planning the future and identifying a successor • Initial communications with successor about interest and fit • Ongoing mentoring and coaching to develop successor’s leadership skills • Interim promotions and initial transfer of management responsibilities to final readiness check and full promotion
12
Sample Succession Planning Roadmap Month 1
I. Initial Planning
Months 2-6
II. Leadership Coaching
Months 7-12
III. Transition Planning
= Succession check points
Months 13-18
IV. PostTransition
Months/Years TBD
V. Final Purchase 13
Talent Management at Americold: Performance Management, Succession & Engagement
14
Strategic Talent Review Cycle January/February: * Performance Appraisals * Company-wide Leadership Meeting March/April: * Reviews finalized, Merit increases * Individual Development Plans * Finalize Performance Objectives
November/December: * Conduct 9-Block Talent Review Process
September/October: * Onboarding for Americold Leadership Development Program
Confidential & Proprietary
Ongoing: Leadership Foundations Courses & Individual Development Plans/Americold University Online
May/June: * Engagement Survey * College Internships
July/August: * Engagement Survey Action Planning
15
What is Performance Management? • Process designed to help managers and associates define performance expectations, identify development needs, and evaluate performance • What vs. How • Always, ongoing process vs. once-a-year HR task
16
Desired Performance Rating Distribution 70%
5%
10%
Confidential & Proprietary
10%
5%
17
Unsatisfactory (1)
Success Factors Performance Trend Over Time
Outstanding (5)
Sample 9-Block Potential
Same Level or role of similar scope/complexity
Multiple Level Jumps or significant role jumps
Experienced Professional
Top Talent
Solid
Emerging Talent
Rising Star
Consider PIP
Reevaluate
Derailing
Potential for roles of similar scope/complexity
Star
Limited Potential Expandable Promotable High Potential
Single Jump Potential
Confidential & Proprietary
Multiple Jump Potential
18
What is Engagement? • Engagement is the degree to which employees are psychologically invested in the organization and motivated to contribute to its success. • Engagement results in discretionary effort toward attaining organizational goals. • Management at the local level is the greatest driver of engagement in a particular site.
Confidential & Proprietary
19
Why Do We Care About Engagement? • Employee engagement affects nine performance outcomes. Compared with bottom-quartile units, top-quartile units have: • 37% lower absenteeism • 25% lower turnover (in high-turnover organizations) • 65% lower turnover (in low-turnover organizations) • 28% less shrinkage • 48% fewer safety incidents • 41% fewer quality incidents (defects) • 10% higher customer metrics • 21% higher productivity • 22% higher profitability • Typical costs of one Associate leaving the company equal $3,000 to $5,000 in hard costs, plus missed productivity
Confidential & Proprietary
20
The Service Profit Chain
Employee Satisfaction (Engagement)
Employee Productivity
Confidential & Proprietary
Customer Loyalty
Profit
21
Sample Engagement Action Plan
Confidential & Proprietary
22
Workshop Wrap-Up & Very Next Steps
23
Building Superior Talent • Gather effective internal and external data • Ensure alignment with strategic plans for the future • Design custom talent development programs aligned to that future • Highlight key successes along the way • Refine your strategy as needed to meet any changing business requirements
24
Final Recommendations To Develop Top Talent • Start small with one pilot program either in a key area of the business or with a high-value position • Celebrate any quick wins and early successes to build momentum for future programs • Always assess the results you achieve and your shifting business requirements
25
26
2
Group Poll • If your top General Manager were to leave your organization, do you have a solid, well-developed backfill ready to go within your organization? • Yes • No
3
Group Poll • Do you think that the majority of your employees are willing to go above and beyond in their day-to-day activities? • Yes • No • If yes, how do you know? • Gut feeling • We do an engagement survey • We use other methods to measure discretionary effort 4
Meet Your Facilitators Dr. Jeremy Lurey President & CEO Plus Delta Consulting Kathryn Mullen Senior Director, Talent Development Americold
5
What is Talent Management? Talent Management is a business-critical function. It marks the intersection where the needs of an organization converge with the hopes and aspirations of the people who sustain that organization. Recruitment & Selection
Competencies & Job Descriptions
Training & Development
Leadership Development
TALENT MANAGEMENT Performance Management
Compensation & Benefits Career Pathing/ Succession Planning
Culture Management
6
Talent Management across the Cold Chain
7
Leveraging the Employee Life Cycle All employees experience the following “life cycle” within an organization… It’s up to you as leaders to determine where they end up!
Source & Select Develop & Deploy Who are your superstars? Let them shine!
Time for Training, Coaching & Succession Planning
Exemplify
Retire Good match, successful lifecycle
∆ ∆ Can you get ∆ your underRealign
performers back on track?
Excuse Source < Back to the Beginning >
Loss of resources – need to rehire 8
Confidential & Proprietary
8
New Hire Selection, Orientation & On-Boarding • Critical partnership between HR and the business when interviewing and selecting candidates • Day 1/Week 1/Month 1 orientation programs • New hire buddy systems • 30-60-90 day check-ins 1:1 Meetings
Continue ● Start● Stop
9
Plant Manager Playbook & Operator Training Programs • Standardize business operations • Document standard processes • Develop foundational framework for training • Create “special projects” for high-performers
10
Leadership Development & Group Coaching • Defined learning curriculum based on specific developmental needs • One-to-one coaching to build leadership capacity • Group workshops to discuss leadership challenges and real-life developmental opportunities together
11
Business Succession Planning • Planning the future and identifying a successor • Initial communications with successor about interest and fit • Ongoing mentoring and coaching to develop successor’s leadership skills • Interim promotions and initial transfer of management responsibilities to final readiness check and full promotion
12
Sample Succession Planning Roadmap Month 1
I. Initial Planning
Months 2-6
II. Leadership Coaching
Months 7-12
III. Transition Planning
= Succession check points
Months 13-18
IV. PostTransition
Months/Years TBD
V. Final Purchase 13
Talent Management at Americold: Performance Management, Succession & Engagement
14
Strategic Talent Review Cycle January/February: * Performance Appraisals * Company-wide Leadership Meeting March/April: * Reviews finalized, Merit increases * Individual Development Plans * Finalize Performance Objectives
November/December: * Conduct 9-Block Talent Review Process
September/October: * Onboarding for Americold Leadership Development Program
Confidential & Proprietary
Ongoing: Leadership Foundations Courses & Individual Development Plans/Americold University Online
May/June: * Engagement Survey * College Internships
July/August: * Engagement Survey Action Planning
15
What is Performance Management? • Process designed to help managers and associates define performance expectations, identify development needs, and evaluate performance • What vs. How • Always, ongoing process vs. once-a-year HR task
16
Desired Performance Rating Distribution 70%
5%
10%
Confidential & Proprietary
10%
5%
17
Unsatisfactory (1)
Success Factors Performance Trend Over Time
Outstanding (5)
Sample 9-Block Potential
Same Level or role of similar scope/complexity
Multiple Level Jumps or significant role jumps
Experienced Professional
Top Talent
Solid
Emerging Talent
Rising Star
Consider PIP
Reevaluate
Derailing
Potential for roles of similar scope/complexity
Star
Limited Potential Expandable Promotable High Potential
Single Jump Potential
Confidential & Proprietary
Multiple Jump Potential
18
What is Engagement? • Engagement is the degree to which employees are psychologically invested in the organization and motivated to contribute to its success. • Engagement results in discretionary effort toward attaining organizational goals. • Management at the local level is the greatest driver of engagement in a particular site.
Confidential & Proprietary
19
Why Do We Care About Engagement? • Employee engagement affects nine performance outcomes. Compared with bottom-quartile units, top-quartile units have: • 37% lower absenteeism • 25% lower turnover (in high-turnover organizations) • 65% lower turnover (in low-turnover organizations) • 28% less shrinkage • 48% fewer safety incidents • 41% fewer quality incidents (defects) • 10% higher customer metrics • 21% higher productivity • 22% higher profitability • Typical costs of one Associate leaving the company equal $3,000 to $5,000 in hard costs, plus missed productivity
Confidential & Proprietary
20
The Service Profit Chain
Employee Satisfaction (Engagement)
Employee Productivity
Confidential & Proprietary
Customer Loyalty
Profit
21
Sample Engagement Action Plan
Confidential & Proprietary
22
Workshop Wrap-Up & Very Next Steps
23
Building Superior Talent • Gather effective internal and external data • Ensure alignment with strategic plans for the future • Design custom talent development programs aligned to that future • Highlight key successes along the way • Refine your strategy as needed to meet any changing business requirements
24
Final Recommendations To Develop Top Talent • Start small with one pilot program either in a key area of the business or with a high-value position • Celebrate any quick wins and early successes to build momentum for future programs • Always assess the results you achieve and your shifting business requirements
25
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