developing talent solutions strategy aligned with business strategies
TRANSCRIPT
Developing Talent Solutions Strategy
Aligned with Business Strategies
“Serving as the Tip of the Spear”
J. Craig Mundy
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Introduction
• Vice President, Human Resources – Climate Solutions
Ingersoll Rand Company
• Prior experience:
– P&G (Gillette):
HR Leader, Duracell Global Business Unit
HR Leader, Gillette Global Technical & Manufacturing
HR Leader, Duracell Global Technical & Manufacturing
– Schlumbeger Industries:
HR Leader, North American Service Centers
General Manager, Construction Services
HR Leader, North American Product Centers
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Today’s Business Realities
Sound Familiar?
• Financial market pressure for operational excellence,
innovation, market expansion/adjacencies and emerging market
growth
• Market health slowly returning in mature markets ~ growth
opportunities rest outside of U.S. and Western Europe
• New type of leadership is required ~ global, open, innovative,
mix of strategic and execution skills
• Businesses are doing more with less ~ including talent
• Difficult decisions are made every day compromising jobs,
talent, alignment and engagement
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Ingersoll Rand ~ Climate Solutions Story
What We Will Cover Today
• Who we are and what we do
• Key strategies and how Talent Solutions directly ties to our
growth and operational excellence
• What we are doing to make Talent Solutions
– Core business strategy / imperative ~ part of our True North
AND
– Sustainable business process to drive measurable results
• Comments, questions ~ and suggestions
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Keeping food fresh around the world
Leading the world intransport temperature
control
Making buildings work better for life
Ingersoll Rand
Climate Solutions: Who We Are
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Climate Solutions:
Strategic Priorities
Globalization andOperational Excellence
Accelerated Global Services
Growth through Innovation
Employee Engagement
Winning Culture
Channel development
Localization
Productivity
Safety
Quality
Aftermarket service and parts
Controls, turnkey and performance contracting
Energy management
Intelligent services
Customer-driven innovation
Open innovation
Vertical market solutions
Integrated systems
Sustainability
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Climate Solutions:
Strategic Priorities Scorecard “200”
Operational Excellence
Accelerated Global Services
Growth in Emerging Markets
Employee Engagement “Winning Culture”
Growth through Innovation
70
50
50
25
5
200
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Talent Solutions
Tip of the Spear Concept
Business Needs Talent SolutionsCapability Gaps
Implications of not delivering ~ stakes are incredibly high
• Risk missing financial commitments ~ “we sell people in a services business”
• Risk not having accurate data ~ “how can we forecast growth without this
information?”
• Risk credibility with C-level ~ “damn HR people can’t even get basic information
about people right?”
• Risk losing the right to steer primary business strategy, direction of the company
and serve as a trusted partner
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What I actually said to CS Leadership Team to Convince Them of Importance
• Ability to attract, develop, retain top talent with the right skills (especially in
high growth markets) is critical to delivering on our ambitious goals
– $12B+ sector with 50% growth from services and 50% growth from outside North America
• People are our greatest enabler of success – must stop “managing talent”
• Planning workforce needs for the future:
– Determining our strategic gaps
– Identifying the best talent
– Keeping them engaged
• Creating standard practices and processes, deploying systems that are
consistent globally (rather than regionally) and will:
– Increase our ability to predict our workforce needs
– Accelerate the speed of identifying candidates internally and externally
– Quickly assimilate people into new roles and shorten time to being fully productive
– Retain and engage our people
Deliver the right talent at the right time and places based on global growth
and need – without productivity loss or unnecessary business cost
Climate Solutions: True North
Making the Business Case for Talent Solutions
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Vision
More Of Less Of
• Recognizing employees
•More development plans
•Allowing employees to fail fast
(embracing risk taking behavior)
•Manager/employee
empowerment
•Leading boldly
•Managers are better talent
stewards
•Employees having fun
•Innovative ideas feeding the
pipeline
•Trust
•Pride in the organization
•Employee advocacy of IR
•Transparency
•More work prioritization
(Operational Excellence)
•Communication
• Top down management
•Less centralization of decision-
making
•Unsafe work behaviors
•Medical claims
•Dysfunctional turnover
•Absenteeism
•Overburdening our employees
•Non-valued added work
•Feeling guilty
•Feeling unappreciated
Behaviors
Making A Vision Actionable
Actions/
Behaviors
Vision
Mindset
Mindset
• Ingersoll Rand is fueled by highly engaged
people whose outstanding performance
contributes to the company’s market
competitiveness.
•Senior leaders laugh and speak from the
heart.
•We have a culture that supports retention
and engagement.
•We empower the business leaders to run
their businesses through expectation setting
and accountability.
•We have a risk-taking, innovative mindset
•Talent Stewardship is a core competency of
our people managers.
•Our employees are competitively rewarded
and recognized for their contributions.
•We embrace fun in the workplace.
•Relentless two-way communication.
•Employees are empowered to balance their
work and personal lives.
Climate Solutions: True North
Talent Solutions Bull’s Eye Chart
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Workforce Planning
Talent Acquisition
Talent Development
Retention & Engagement
Key Performance Indicators
Determine
Deliver
Develop
Empower
Track
Climate Solutions: True North
Talent Solutions Defined
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PROBLEMS - annoyances
What problems do we have getting the work
done?
•We say that engagement is important, but our
leaders don’t actively work to engage our
employees.
•New people managers are not given the skills
to be strong talent stewards.
•Managers do not feel empowered.
ROADBLOCKS – major issues/hindrances
What roadblocks seem insurmountable?
•Our culture is risk-averse and there is low
tolerance for failure.
•Recognition is not deemed as important.
•There is a lack of trust prevalent throughout
the organization (a two-way street).
POSSIBILITIES - ideas
What could we accomplish if we didn’t have
these?
•Better financial results
•Higher productivity with existing resources
•More innovative ideas
•We’d have loyal, proud employees who
promote the organization
•Less dysfunctional turnover
•We will attract and retain our key talent on the
team
•People will clamor to come work at Ingersoll
Rand
OPPORTUNITIES - actions
What’s the big opportunity?
•A workforce of highly engaged people whose
outstanding performance contributes to the
company’s market competitiveness.
•Leaders and managers who embrace
employee engagement concepts, actions, tools
and processes.
Climate Solutions: Talent Retention and Engagement
PRPO Template
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Climate Solutions: Talent Retention and Engagement
Maturity Path and Evaluation Forms
Key Learning: Present in the
Language of the Company
• Ingersoll Rand ~ Six Sigma, Lean Six
Sigma, Operational Excellence
• “The Language of Measurables” is
one that leaders can relate
– Maturity Path
– Evaluation Form
• Maturity path and measurable
evaluation form for:
– Talent stewardship
– Innovation
– Communication
– Recognition
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• Developing a Winning Culture is driven by
leadership
• Scarcity of talent resources, not challenging jobs
• Emerging markets looking for local leaders
• High growth businesses entering new markets
require new skills
• Engagement is a significant advantage
• Turnover of top talent expected to increase
in 2011
• Globalization of our business is requiring
stronger regional capabilities
• Demographic shifts happening across the
world
Climate Solutions: Talent Retention and Engagement
Business Challenge: Changing Leadership Needs
Climate Solutions – Current Leadership Pool
– 41% of top 130 roles have Ready Now
successors
– 38% in the North America
– 48% in Latin America
– 40% in EMEIA
– 20% in Asia Pacific
– 38% in Functional Roles
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• Understanding dynamic markets in different regions
• Managing virtually and across borders
• Ethical and moral decisions
• Cultural Differences
• Effective Team Leadership
• Humility – Openness to Learn
• Global Business Acumen
• Communications
• Work-Life balance
Climate Solutions: Talent Retention and Engagement
Top Challenges for Global Leaders
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Climate Solutions: Talent Retention and Engagement
Multi-Faceted Approach to Developing Leaders
Leaders to Make Most of Opportunities
Changing Objectives
Innovation Team Example
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Climate Solutions: Talent Retention and Engagement
Talent Stewardship ~ Core Leadership Accountability
Climate Solutions ~ Talent Stewardship Mantra
• Create an environment where every leader
engages and develops their employees, and
every employee is engaged in their own
development.
• For us to win, Talent Stewardship must be
integrated into how we do business.
• Our leaders must steward the talent
management process on-time and together with
their employees including:
– Goal setting with clear line of site to our mission
and vision
– Performance management and development plans
– Talent and organizational reviews, and succession
planning
• Because attracting, retaining and engaging
employees keeps us focused on what matters –
delivering business results and customer
satisfaction.
“It’s a goal. I don’t want to let my manager down. I want to
achieve that goal, and I want to keep moving forward
toward the plan we’ve laid out. So, it definitely gets me
more engaged, more involved.”
-Trane employee, North America
“They will create a lot of commitment with you and with
the company. You will be more committed with your job.
And, it will help you in your development.”
Hussmann employee, Latin America
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Climate Solutions: Engagement and Retention Toolkit
Leadership Begins with You!
Presented as Critical Business Strategy
• Section of broader site about business vision,
strategies and goals
• Integral portion of “business story” to change
perception of engagement
– Move from HR’s responsibility
– To “tip of the spear,” key strategy and
critical enabler of business success
Concept: Leadership Begins With You! Most important goal ~ engage and develop people ~
and engage people in their own development
Getting Leaders Started w/o
Embarrassment
• Actionable toolkit with training, tools and simple
step-by-step guidance: Assess your team,
Reconnect, Continue to engage
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Climate Solutions: Talent Retention and Engagement
Leader-Led Communications Strategy
Concept
• Because managers create engagement … engage managers (L3, L4)
• Empower them with communications tools, training, processes and
information (early and often) to engage employees
• Hold managers accountable for communicating with employees and for
communicating relentlessly within functions and sites
• Ask the CSLT to model behavior and to build credibility for the
engagement and communications processes
Employees relate locally and functionally first before engaging
with a region, business or enterprise –
align our communications with how employees want to be engaged
Caveat: Employees want to hear about vision, strategy, direction, progress against goals
and large scale changes directly from CSLT / business leaders
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Climate Solutions: Talent Retention and Engagement
Multi-Faceted Communications Strategy
Leadership Committed to Consistent Cadence ~
Engaging Managers / All-Employees
Leading by Example with Key Internal
Platforms and Plans by CS Leader
Leadership-Led Approach / Empowering Leaders to Own Messages, Change, Engagement
Supplemented by Direct-to-Employee Communications Around Strategies, Initiatives and Successes
Role-Specific Talent Stewardship
Communications Campaign
Multi-Media Two-Way
Engagement
Global News Strategy –
Delivering News in Local
Lanaguage