best places to work symposium
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Empowering Organizations to Empowering Organizations to
Achieve Extraordinary ResultsAchieve Extraordinary Results
Symposium: Becoming an
Employer of Choice
January 26, 2009
AM
Status on the Industry’s Challenge
Employer of Choice Framework
Case Study – Dawn Foods – Tom Harmon, President, Global
Human Resources
Luncheon Speaker – Bama Foods – (tbd)
Agenda
Luncheon Speaker – Bama Foods – (tbd)
PM
Case Study Implications
Case Study – Marriott – Joann Jackson, Vice President, Market
Diversity Effectiveness
Action Planning
Wrap-up
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Objectives
• Identify the core characteristics to become employers
of choice
• Review the baking industry’s status, opportunities and
benefits to achieve the goal of becoming employers of
choice
3
choice
• Apply best practices to your own organizations
• Develop “call to action” for AIB and ABA to lead the
way in this transformation
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Participation
Groundrules
4
Groundrules
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• Your survey results themes
• Defining “An Employer of Choice”
• Integrating Millennials into the mix
Flow of Presentation
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Your Survey Themes
Participant Survey Result Themes and
Discussion
TBD
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My senior leaders believe that the time, effort, financial
investment required to become an employer of choice
will reap significant positive business results?
1 – Strongly Disagree1 – Strongly Disagree
2 – Disagree
3 – Neutral
4 – Agree
5 – Strongly Agree
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Becoming an Employer of Choice
What does the research tell us about What does the research tell us about
becoming an employer of choice?
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Business and Financial Benefits
•Great Place to Work Institute Research showed Top 100 companies –
- Receive more qualified applications for open positions
- Experience lower turnover
- Experience reductions in healthcare costs
- Enjoy higher levels of customer satisfaction and loyalty
- Foster greater innovation, creativity, and risk taking
- Have higher productivity and profitability
• Independent 2008 study (University of Central Missouri) of firm
performance for 100 Best Companies to Work For showed greater levels
of productivity and efficiency
•Corporate Leadership Council concluded that review of research
suggests that employee satisfaction correlates positively with shareholder
value
•And the list goes onC.. hundreds of studies over the past 15 years
demonstrating the economic benefits for pursuing this goal
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Becoming an Employer of Choice
What is “An Employer of Choice” in the Baking Industry?
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Becoming an Employer of Choice
•What outcomes do you seek?
•What key elements must be in place for your
business to transform into an employer of business to transform into an employer of
choice (i.e., What does success look like)?
•How will you know when you get there?
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HANDLING COMPLAINTS
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Becoming an Employer of Choice
After 20 years of research, at the heart of our
definition of a great place to work – a place
where employees trust the people they work
for, have pride in what they do, and enjoy the for, have pride in what they do, and enjoy the
people they work with.
- Great Place to Work Institute
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Dimensions of a Great Place to Work
Credibility – Meaningful management communication; soliciting
ideas; competent managers; integrity
Respect – Employees have resources to work; frequent
recognition of work; partnering with employees; highly
collaborative; work/life balance
Fairness – Sharing profits; equitable compensation; meritocracy
for rewards and promotions; eliminating discrimination; disputes
handled fairly
Pride – Employees take pride in the company, team and their jobs
Camaraderie – Employees enjoy being with others; celebration of
successes; peer recognition and assistanceSource - Great Place to Work Institute
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High Performance Workplace Dimensions
Training and Continuous Learning – Highly effective training
and development programs with adequate support (i.e., funds,
time off, etc.)
Information Sharing – All directions, shared, information about
the business and relevant matters
Employee Participation – Involved, “owners,” able to initiate
actions, and suggestions encouraged and used
Proper Organizational Structure – Resource allocations, team-
based, and few layers of management
Sources – Department of Labor and Dr. Robert Prescott, Rollins College
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High Performance Workplace Dimensions
Worker - Management Partnerships – Strong relationships with
management, joint decision-making, and open communications
Compensation Linked to Performance and Skills – Employees receive
rewards linked to the business results, equitable and competitive pay, and
flexible plans as needed
Employment Security – Open dialogue about plans for growth and
reductions, career planning, and employee development
Supportive Work Environment – Concern and actions toward the
employees and their families, diversity, and creating a sense of belonging
Sources – Department of Labor and Dr. Robert Prescott, Rollins College
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Millennials
What about the Millennials?What about the Millennials?
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Workforce Generations
Traditionalists Baby Boomers Generation X Millennial
Born Between 1900 - 1945 1946 - 1964 1965 - 1980 1981 - 2000
Estimated Population 48 million 76 million 50 million 80 – 90 million
Significant Milestones •Great Depression
•WW I and WW II
•Telephone
•Cold War
•Television
•Cold War Ends
•Technology
•Terrorism (Oklahoma
City, Columbine, 9/11)
•Wireless, Flat world
TV Families The Cleavers The Brady Bunch The Cosby’s The Simpsons
What they bring to Metal lunch box Leather briefcase Cell phone and lap top iPhoneWhat they bring to
work
Metal lunch box Leather briefcase Cell phone and lap top iPhone
Career Goals •Legacy careers
•Loyal to a fault
•One Company for life
•Stellar career
•Where am I headed?
•Portable career
•Portfolio of
transferable skills and
experiences
•Parallel career
•Multi-tasking, multi-
career paths
Managing Work/Life Support me in shifting
the balance
Help me balance
everyone else and find
meaning myself
Give me balance now,
not when I’m 65
Work isn’t everything;
flexibility to balance
my activities are
important
Workplace Feedback No news is good news Once a year with lots
of documentation
Sorry to interrupt, but
how am I doing?
Feedback whenever I
want it at a push of a
button
Source: When generations collide at work, L. Lancaster and D. Stillman
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IT AIN’T WHAT YOU DON’T KNOW THAT
GETS YOU INTO TROUBLE. IT’S WHAT YOU
KNOW FOR SURE THAT JUST AIN’T SO.
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KNOW FOR SURE THAT JUST AIN’T SO.
- Mark Twain
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Labor Shortage in 2010?
•Bureau of Labor Statistics projected 157mm workers and
167mm jobs in 2010 – 10mm worker shortfall
•More baby boomers leaving over the next 10 years
•Not enough Generation X workers
20
•Not enough Generation X workers
•Up to American businesses to figure out how to deal with this
impending “Brain Drain” gap!
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My senior leaders believe that if we show commitment
and generosity to employees by giving them what they
need, they will give back even more in commitment and
effort?
1 – Strongly Disagree
2 – Disagree
3 – Neutral
4 – Agree
5 – Strongly Agree
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Myths vs. Reality
Myth: Generation Y lives in the moment and would rather play than work.
Fact: They’re most concerned about supporting themselves and their families,
saving enough money, finding/keeping a job and having career satisfaction.
Myth: Generation Y expects instant gratification.
Fact: They’re focused on the future and worried about funding their retirement.
Myth: This generation slacks off at work to take care of personal matters.
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Fact: 73 percent worry about balancing professional and personal obligations.
Myth: Generation Y workers can’t take direction.
Fact: They want frequent communications with the boss.
Myth: Generation Y employees have a sense of entitlement and don’t want to
pay their dues.
Fact: They expect to pay their dues quicker and in different ways.
Sources: Robert Half and Yahoo Study.
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Attracting and Retaining Millennials
• Company Brand
•Social Communities
•Supervisory Skills
•Career Growth
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•Career Growth
•Rewards and Recognition
•Work Itself
•Technology
•Employee Development
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Social Networking/Job Search Sites
- Source – Undergraduate students at Rollins College
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Becoming the Employer of Choice
1. How do you create your “burning platform” for a compelling
case for change at your company?
2. What are the critical business needs/issues – turnover,
retirements, innovation, productivity, costs, etc.?
25
3. What are the critical areas needing most attention –
recruiting, development, mentoring, training, work
processes, policies, structure, etc.?
4. What specific steps can you take to make significant
progress in 2009?
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Becoming and Employer of Choice
26
WRAP-UP
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DID YOU KNOW?
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CASE STUDY
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CASE STUDY
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Case Study Applications
•Answer questions individually – 10 minutes
•Small group discussion – 15 minutes
•Large group discussion – 10 minutes
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•Questions:1. Key learning points?2. How well will this fit with your company?3. What are the key implementation issues?4. What are the next steps you can take?5. What are implications for the baking industry?
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Action Plans
•Top ideas for implementation that will move the industry forward
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•AIB and ABA have the network and influence to create positive changes
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Becoming and Employer of Choice
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WRAP-UP
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APPENDIX
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Dimensions of a Great Place to Work
Credibility – Managers regularly communicate with employees
about the company’s direction and plans, and solicit their ideas;
managers are competent in handling people and material
resources; employees know how their work relates to the
company’s goals; integrity is key, as is walking the talk.
Respect – Providing employees with the equipment, resources
and training needed to do their jobs; appreciating good work and
extra effort; reaching out and making employees partners in the
company’s activities, fostering collaboration across departments;
having safe and healthy environments; work/life is a practice.
Source - Great Place to Work InstituteCopyright © 2009, Corporate Performance Strategies, All Rights Reserved
Dimensions of a Great Place to Work
•Fairness – Economic success is shared equitably through
compensation and benefits programs; everybody receives
equitable opportunity for recognition; decisions on hiring and
promotions made impartially; the workplace tries to free itself from
discrimination; clear processes for appealing and adjudicating
disputes.disputes.
•Pride – Division between labor and management fades;
employees take pride in their jobs, team and their company.
•Camaraderie - Employees can be themselves at work; they
celebrate successes of their peers and cooperate with others
throughout the organization; they want to stay around for their
careers.
Source – Great Place to Work InstituteCopyright © 2009, Corporate Performance Strategies, All Rights Reserved
Attracting and Retaining Millennials
Company Brand – Millennial consumers want to be associated with great brands.
Build your brand by advertising and participating on job boards and other networks
(e.g., FaceBook, Jobster, MySpace, etc.), supporting the communities and
environment, leading by being values-based, and building your brand and image
with targeted public relations.
Social Communities – Enable and support the development of social networks.
Support participation in FaceBook and other groups, create lunchtime forums,
sponsor social outings, events after training sessions.
35Empowering Organizations to Achieve Extraordinary Results
Copyright © 2008, Corporate Performance Strategies, All Rights Reserved
sponsor social outings, events after training sessions.
Supervisory Skills – The best supervisors are flexible, open-minded, caring,
mentors, interpersonally savvy, coaches, and walk-the-talk. Train supervisors on
how people think, best ways to develop young people, providing timely and
effective feedback, and other skills outlined.
Career Growth – Paying dues recognized, but much shorter time horizon (1-3
years vs. 5-6 years). Enable people to grow their skills and careers – internal
career fairs, internal job board agents, rapid movement and promotion, clear paths
and assistance to goals, mentors, sponsors, and training.
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Attracting and Retaining Millennial (Cont.)
Rewards and Recognition – Frequent recognition for work efforts, competitive
pay, excellent benefits, work/life balance.
Work itself – Meaningful work right from the start, flexible approaches to getting
work done, flexible schedules, job sharing, and other alternatives to create
challenge, meaning, and work/life balance.
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challenge, meaning, and work/life balance.
Technology – Latest technology, communications with technology, and other
support for this “assumed” part of the infrastructure.
Employee Development – Need to demonstrate skills development valued and
supported in many ways – programs, tuition reimbursement, professional
associations, multi-competency based, and stretch assignments.
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About CPS
Corporate Performance Strategies
A Management Consulting Firm With A Primary Focus on Improving
Performance In Proven, Measurable Ways
• We provide consulting services that assist clients in achieving
organization, team and individual goals
• Our client commitment is underpinned by a focus on building high touch,
quality partnerships with a specific focus on human resource and
executive leadership effectiveness
• We were founded in 2001
• We are staffed by experienced HR and business leaders that have
demonstrated track records in key executive roles
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Service Portfolios
Business ContinuityBusiness Continuity
� Succession Planning and Assessment� Complete Strategy to Ensure Continuity� Proven Techniques to Build Bench Strength� Approach Tailored to:
� Client’s strategies & culture� Client’s business requirements
� Assistance with Organizational Change� Business Scorecard (HR Metrics)� Facilitation
M&A SuccessM&A Success
� HR Due Diligence / Risk Assessment� Rapid HR Function Setup� Employee Communications� Talent Assessments� HR Transition Services� Vendor Identification and Negotiations� Key Employee Retention Assistance
� Facilitation
Leader/Team PerformanceLeader/Team Performance
� Leadership Performance Improvement
� Team Effectiveness
� Action Learning
� Executive Coaching
� Change Management
HR EffectivenessHR Effectiveness
� HR Audits
� Interim HR Leadership
� HR Service Delivery Transition/Transformation
� Performance Management
� Compensation Programs
� Key Employee Retention Assistance
38Copyright © 2009, Corporate Performance Strategies, All Rights Reserved
CPS Representative ClientsCPS Representative Clients
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CPS Contact Information
Corporate Performance Strategies, Inc.
1875 Old Alabama Road
Suite 520
Roswell, GA 30076
Main: 770-587-2265
www.cpstrat.com
40
www.cpstrat.com
Dave Brookmire – 404-593-5001, dbrookmire@cpstrat.com
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ABC Baking Company Case
Congratulations! You have been recommended by your manager to serve on an
advisory board for the ABC Baking Company. This company has requested help to
solve its severe problems of attracting and retaining key talent. ABC is a 40 year
old family-owned business. There are 250 employees at this location in North
Carolina. Growth in revenues has been steadily increasing over the past decade at
10% per year. This is a result of innovative product introductions. With increased
manufacturing facilities locating in the area, competition for talent, and economic
conditions, over the past 24 months, ABC has experienced very high turnover in
sales and production positions. It has become very difficult to attract applicants to
the company. Recently, the CFO developed the costs for turnover and the CEOthe company. Recently, the CFO developed the costs for turnover and the CEO
was astounded by these numbers. He went to his peers and asked for assistance
and experts in this area with three questions:
1. What key areas are most critical to increase the flow of qualified talent and
retention?
2. What do you want to know to diagnose if this company can become an
employer of choice?
3. What 2-3 actions would you advise the CEO to take over the next 12-24
months?
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The Texas Acquisition Case
You are part of a task force appointed by the CEO of Bakers Choice, Inc., a national
manufacturing company. Your role is to assess the working environment and make
recommendations for changes of a recently acquired manufacturing facility employing 400
workers located in Texas. This facility is essential for the company to sustain the growth
projected in the southwestern U.S. The financials for the newly acquired company were very
impressive and a main reason for the decision to move forward with the acquisition. However,
competition and poor product innovation are creating declining projections for growth. The
culture of the company, based on the due diligence team was quite friendly, like a family
atmosphere. As Bakers Choice has learned since the acquisition 3 months ago, there is a
very high aging workforce, with long-tenured employees in key technical, supervisory and
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very high aging workforce, with long-tenured employees in key technical, supervisory and
management roles. The average tenure is 20+ years in these roles. Family members occupy
key leadership roles. Turnover rates are generally low, with the exception of employees in the
1-2 year tenure range, experiencing a 50%+ turnover rate.
The CEO has asked the task force to address the following areas:
1. What elements must be in place to ensure attraction and retention of new workers that
are applying and happen to be in the 20 – 25 year old range?
2. What advice would you give to ensure knowledge transfer to the new millennial workers?
3. What 2-3 specific actions do you recommend the CEO take to solve this business
continuity risk?
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