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Human Capital Institute
#HCIchat
Changing a Company
Culture, One Technological
Performance Module at a Time
Human Capital Institute
#HCIchat
Today’s Moderator
/company/human-capital-institute-hci
@Human_Capital/humancapital
Holly Pennebaker
Digital Content Program Manager
Human Capital Institute
@hpennebaker
/in/hollypennebaker
Human Capital Institute
#HCIchat
2017 Events
June 26-28, 2017
Boston, MA
July 24-26, 2017
San Francisco, CA
September 18-20, 2017
Chicago, IL
October 24-26, 2017
Scottsdale, AZ
Human Capital Institute
#HCIchat
Thank You
www.cornerstoneondemand.com
Human Capital Institute
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Human Capital Institute
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Today’s Featured Speaker
Laura Shartle
Director, Talent and Org. Development
SiteOne Landscape Supply
Change Management - the Key to Winning
SiteOne Landscape Supply
8
About SiteOne
9
10
SiteOne Landscape Supply
10
Formerly
2015 Branded
2016 IPO SITE
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
We are the only national one-stop shop provider
of landscape supplies
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
The Story of Talent Management
14
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
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
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)
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
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
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
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
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
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
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
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
Questions
“No company ever went wrong overestimating negative
reactions to change” – Stan Slap
26
Human Capital Institute
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HCI Webinar: Changing a Company Culture, One Technological Performance Module at a Time

  • 1. Human Capital Institute #HCIchat Changing a Company Culture, One Technological Performance Module at a Time
  • 2. Human Capital Institute #HCIchat Today’s Moderator /company/human-capital-institute-hci @Human_Capital/humancapital Holly Pennebaker Digital Content Program Manager Human Capital Institute @hpennebaker /in/hollypennebaker
  • 3. Human Capital Institute #HCIchat 2017 Events June 26-28, 2017 Boston, MA July 24-26, 2017 San Francisco, CA September 18-20, 2017 Chicago, IL October 24-26, 2017 Scottsdale, AZ
  • 4. Human Capital Institute #HCIchat Thank You www.cornerstoneondemand.com
  • 5. Human Capital Institute #HCIchat Interact With Us This presentation contains polls. To participate please use the polling widget to the side of the player. If you do not see the widget, open a new tab in your browser and visit pollev.com/hciwebcasts
  • 7. Human Capital Institute #HCIchat Today’s Featured Speaker Laura Shartle Director, Talent and Org. Development SiteOne Landscape Supply
  • 8. Change Management - the Key to Winning SiteOne Landscape Supply 8
  • 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
  • 14. The Story of Talent Management 14
  • 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
  • 26. Questions “No company ever went wrong overestimating negative reactions to change” – Stan Slap 26
  • 27. Human Capital Institute #HCIchat Thank You Visit us on the web for access to more exclusive content www.hci.org Webcasts Podcasts Articles White Papers Research Blogs Conferences Classes