Thought Leaders Retreat September 23, 2008. Talent shortages already exist in many areas of the...
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Transcript of Thought Leaders Retreat September 23, 2008. Talent shortages already exist in many areas of the...
Thought Leaders RetreatSeptember 23, 2008
Talent shortages already exist in many areas of the global workforce
Effectively handling organizational simplexity is required
Multi-dimensional leadership with information and insight
Own your function; own your vision
2
Reduce Demand Increase Supply
• Invest in education and vocational training
• Improve public-private initiatives
• Encourage prolonged work life
• Corporate initiatives
• Process/job redesign - Automate
- Offshore/Outsource
3
5
6
Building the organization and talent levels to create a “Gold standard” HR organization
Running lean HR operations that are a reference case within the company for adding value at a competitive cost
1 Getting “in tune” with the CEO and Board, using an HR lens to shape a collective people agenda that maximizes value creation
Leading cross-company initiatives to drive growth and productivity
32 Operationalizing the value-creation agenda through effective planning and performance management
Communicating progress against the value-creation framework to internal and external stakeholders
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7 Managing business risk by achieving best-in-class performance for specialty HR functions (e.g., recruiting, employee relations)
HR leadership
Value creation in the business
Value creation within HR
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DrivesDrives
EffectiveManagementPractices
EffectiveManagementPractices
Long-TermProfitability&Growth
Long-TermProfitability&Growth
DrivesDrivesEmployeeSatisfactionEmployeeSatisfaction
DrivesDrivesCustomerSatisfactionCustomerSatisfaction
Execution
Innovation
(2)
(1)
Leveraging the Value-Profit-Chain…At SYSCO
SYSCO Practices:
•Leadership Support•Front-Line Supervisor •Rewards•Quality of Life•Diversity/Engagement•Customer Focus
Example: In Safety, we reduced the performance gap from top 25% and bottom 25% and increased overall safety results by nearly 50% in past 3 years.
This was accomplished through leveraging the key metric process, shared practices and reciprocal visits.
Key Metrics/Shared Practices is Working at SYSCO
Safety UpdateSafety Update
5,000 Fewer People Injured Each Year
Approximately 50% improvement for both benchmark groups and a 50%reduction in the performance gap.
0.08%
0.52%
0.44%
0.04%
0.27%0.23%
0.00%
0.10%
0.20%
0.30%
0.40%
0.50%
0.60%
Top 25% Bottom 25% 1998 Gap Top 25% Bottom 25% 2001GapWo
rk. C
om
p. C
ost
s to
Sal
es (
%)
.13%FY 2001
.23%FY 1998
Annual savings: $20 millionAnnual savings: $20 million
Shifted the curve in Safety!
HR strategy
•Focus IR negotiations on life time employability and incentivizing comp & benefits systems
HR management
Leadership
HR development
HR function: Multi-dimensional
•Become sparring partner of top management (CEO/COO)
•Assess impact of business early on and drive solutions
•Drive internationalization (of culture and organization)
•Overall set-up to deliver maximum value to business "HR transformation"
•Deliver administrative HR-services cost efficiently
•Build skill base beyond HR
•Professional management of restructuring•Truly support local management in HR-related issues
•Manage employment costs and flexibility
•Become the employer ofchoice
•Step-up talent manage-ment and rotation
•Address aging workforce phenomena
•Establish a performance culture, assessment of performance/potential
•Leadership quality (and quantity) not matching demand of business
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SHRM 2008-2009 SHRM 2008-2009 Workplace TrendsWorkplace Trends Continuing high cost of health care in U. S.
Large numbers of baby boomers retiring about the same time
Threat of increased health-care costs to the economic competitiveness of the U. S.
Aging population Retention strategies for current/future workforce
SHRM 2008-2009 SHRM 2008-2009 Workplace TrendsWorkplace Trends Federal health-care legislation Preparing orgs for an older workforce Threat of U. S. or global recession Labor shortages at all skill levels Demographic shifts leading to shortages of highly skilled workers
Actions Taken in Actions Taken in Response to TrendsResponse to Trends Tuition reimbursement Greater investments in training/development
Implementing an employee-data privacy policy
Policies/procedures to protect from employee/customer identity theft
Non-disclosure, non-compete agreements for intellectual property
Actions Taken in Actions Taken in Response to TrendsResponse to Trends Measures to protect company data from natural disasters or cyber attacks
More use of technology to perform transactional HR functions
Increasing technology training Increasing training in specialized skills
Implementing preventive health programs