Sometimes the best systems aren’t all in place when it comes to talent management. Processes may need improvement and people likely want more support, but a knowledge gap and lack of experience in change management blocks companies from adopting the finest practices and implementing helpful technology. Success, as seen by leaders, is achieved by doing what works best for the business. Top managers take on the constant task of determining how to make each process more efficient and improve what’s needed to maximize productivity.
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@Human_Capital/humancapital
Holly Pennebaker
Digital Content Program Manager
Human Capital Institute
@hpennebaker
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11. Top Performer of 2016-2017 YTD Sponsor-
backed IPOs
Source: FactSet as of 5/5/2017
Note: Excludes IPOs with deal values less than $100mm
12. 12
We are the only national one-stop shop provider
of landscape supplies
13. How it began
• Transition JDL SiteOne
– We claimed our identity: from manufacturing
wholesale distribution
– And lost our core services from the functions:
Finance, IT, HR, etc.
13
Result: Rebuild teams, processes, tools, for SiteOne specifically
15. What this meant for talent management
• People: We needed to
understand:
– What our leadership / associates
needed and wanted.
– What was working and what
wasn’t
• We needed processes:
– Performance reviews
– Goal setting
– Learning
– Succession planning
– Etc.
• We needed technology to enable
these processes
15
16. Poll
• I would like to understand the technology
aims of the audience on this call. Does
your company have a talent management
system?
– Yes, Fully implemented.
– Implementing now or near future.
– No, Still using paper.
16
17. Where did we start? With people.
• We left the office and talked with our leaders and associates in the field
– What is working from a talent perspective – what is not
– Where could we could we get some quick wins
• What we heard:
– They wanted to set goals and have performance reviews
– Processes and tools must be SIMPLE – not complicated and reduce the
“ping ponging “ for approvals and the pencil whipping
– Too much irrelevant new-hire training
– Many systems, none of them talk
– No succession planning or conversations about development
17
We started our
process work here
Easy win – we were able to audit the new-hire training list and make edits.
Communicated – “we heard what you said, and this is what we did…”
(involved their ideas in the solution)
18. Next – people and process
• Given timing and priority, we created the processes
around goal setting and performance reviews
• We created a Goal Library by talking with leaders in the
field. We asked them for examples of goals for some of
our key positions in excel – searchable – low tech
• Again, heard the need and built the tool with help from
advocates who communicated, trained, took questions,
shared success stories, etc.
• Later we added technology to enable these processes
18
19. Poll
• What do you find is the number 1 barrier to
successful change management at your
organization?
1. Leadership support
2. Employee buy-in
3. Lack of communication
4. Lack of training
5. Lack of vision
19
20. How to handle the change
• Whenever there is change, even if it is a good change, there are
questions and concerns
• It is our job as leaders to create opportunities for
associates to get their questions / concerns addressed
• Here is our approach:
20
Align
Leaders
Determine
Business
Case
Share
vision
Get People
Involved –
Find
Advocates
Training
communication
21. Example – Office move
• Situation - Old office leaked, had bugs, low
ceilings, limited parking, old furniture, not
centrally located for many of our associates
• Aligned leaders – They supported the move
and were able to discuss the business case
• Business Case – we explained what the
change was and why it was important
• Share the vision – we shared what the
benefits were and the downsides – we were
honest
• Get people involved – we took associates on
tours, enabled a team to help: organize the
move, make seating charts, plan week 1
celebrations
• Trained – how to pack, how to get to the
new location, where is parking, etc. 21
Held open sessions for
associates with
leadership to field
questions / concerns
Associates still had
questions and concerns:
what is my new
commute? will I be in a
cube? can I bring my
lunch? what is parking
like?
Leaders met
individually with
associates so they could
understand what it
meant for them – they
listened
Communication
22. Example – Performance management
enabled by technology
• Situation – No way to understand who across the organization had performance
goals, what they were, if they were aligned, how associates were tracking in order
to receive their EOY bonus, etc.
• Aligned leaders – Executives supported the implementation of the technology, we
needed to find leaders in the business and informal leaders to support the
implementation and discuss the business case
• Business Case – we explained what the change was and why it was important
• Share the vision – we shared what the benefits were and the downsides – we
were honest
• Get people involved – we leveraged trusted associates to test the system, review
training materials and share information. Used pictures of real associates in
building of the site and materials
• Trained – how current processes were enabled with a simple theme, we created
Quick Reference Cards (QRCs), held office hours, conducted webinars, and more!
22
Associates had questions and concerns: I
have never created a goal before, will
someone teach me? I am not good with
computers. How will this impact my pay?
Communication
23. What worked
• Involving people FIRST / EARLY
• Creating change / executing change plan BEFORE training
• Hearing first hand associate pain points
• Communicating every step of the way
• Creating user friendly processes
• Starting SIMPLE
• Not making it about the technology – but about enabling conversations and
creating value for the associate. (Technology companies make it about technology, not
about people and process)
• We implemented 6 modules in a year: Performance / Development, Succession, Learning,
Onboarding, ATS, Compensation
23
24. Talent management at SiteOne today
Basically one year later
• Revised new-hire training for all associates
• New approach to onboarding
• Process, tools and system for performance reviews
• Approach and tasks around performance calibration
• Approach and support for Talent Reviews at lower levels in the organization
• We have leaders asking how they can get their training material into the system
• Reward and recognition with system badging
• Our CEO prints bios of associates before each store visit
• We have leaders asking for reports on performance and they want to calibrate
and plan for succession
• Leaders can see how performance ties directly to pay to
share with their associates
• There is a PULL for information, not just a push
24
25. What I wish I would have known..
25
• We are not good as an organization about cascading information to all levels
• We need to identify champions, resisters and testers early
• We need to always look at the full life cycle of a process, beyond the walls of
Talent Management
• We need to leverage peer / user groups earlier to build the process and also hints
on enabling it with technology
• Technology companies are concerned about technology, they don’t give you the
tools to help with the people part – configuration is the easy part – adoption is
the hard part
• The first module of implementation is more than just implementing the module.
It also includes landing pages, personal bios, etc.
• Technology changes the way our associates do business – having to do everything
on a computer
• Stricter deadlines with an integrated system
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