Introduction Trisa Gildard – Background – 19 years in Loss Prevention – Target, Sears Holdings – Recent Sears promotions: 7 LPMs to DLPMs,3 DPLMs to RLPM/Ds – Sears: 7 states,12 direct reports, Loss Prevention team of approx. 400
Creating a Developmental Culture Ramon Jara – Background – 16 years in Loss Prevention – Macy’s, AutoZone, Sears Holdings – Sears: covers the entire U.S., 8 direct reports – Career path example
Trisa Gildard, Regional Loss Prevention Director, Sears Holdings Ramon Jara, Regional Loss Prevention Director, Sears Holdings
6/13/2013 Jan. 16, 2009
2
Career Path Example – Ramon Jara Discussion… Regional LP Manager District LP Manager
Regional LP Director 2012-2013
What do YOU want to get out of this session? (take notes on board to revisit at the end)
2010 - 2012
Territory LP 2006 - 2010 Manager 2004-2006 Regional Investigator 2002-2004 LP Manager 1999-2002
6/13/2013 Jan. 16, 2009
3
6/13/2013 Jan. 16, 2009
4
Why is it important?
Agenda
People will leave if they are not developed. p1
-30% left for new challenges or opportunities, per HRmorning.com
1. Why is it important to have a Developmental Culture in your organization (WIIFM)?
- According to an article in Forbes, “60%+ don’t feel that their career goals are aligned with the plans their employers have for them.”
The competition for talent is fierce and expensive. -According to the U.S. Bureau of Labor Statistics, turnover can cost an organization 33% of an
2. What does a Developmental Culture look like?
employee’s total compensation, including wages and benefits. This does not include the impact on morale! - 74% of current employees would consider a new job opportunity, according to the editor of Workforce Management Magazine.
3. Tools you can use to drive a Developmental Culture
6/13/2013 Jan. 16, 2009
When you turn your talent, you lose your organizational knowledge, which impacts results.
5
6/13/2013 Jan. 16, 2009
6
1
Slide 5 p1
Need a graphic that demonstrates or video pstegg, 5/15/2013
What does it look like? • • • •
Evidence of a developmental culture: • Clear Career-Pathing
Clear Career Paths Developmental Strategy in place Promotions are happening Talent is attracted to your organization because of the growth potential.
6/13/2013 Jan. 16, 2009
– Everyone is aware that there are career path options. – Career pathing can be lateral to gain new skills (i.e. Loss Prevention into Operations) – Your employee and you are aligned on their desired career path.
7
6/13/2013 Jan. 16, 2009
SHC
8
Evidence of a developmental culture: • Developmental Strategy – There is a plan/strategy around people development. – The strategy is reviewed, with clear goals. – There is acknowledgement for progress and results.
LP Director District LP Manager LP Manager
130+
800+ LP Associate 3,900+ LP Internship Program
RETAIL LP TACTICAL PLAN
Regional LP Manager/ Leadership Council
Multi-unit Development Program
People
1. People: Upgrade Talent and Create Succession Planning Opportunities
a. Develop a bench to the DLPM role
Tactics
Tool
Measurement Owner
1. CPDs in place 1. Develop CDPs for top performers with HR support 10% 2. Meet with top performers monthly to 2. Scheduled promoted assess progress meetings by year 3. Conduct back up assessments by year 3. DLPM end end feedback
Due Date
Regional Manager
LPA Development Program
6/13/2013 Jan. 16, 2009
9
6/13/2013 Jan. 16, 2009
10
Evidence of a developmental culture: Evidence of a developmental culture:
• Promotions are happening. – You see generations of promotions in your organization. – Employees who are promoted are succeeding in role. – Employees are “paying it forward” developing their direct reports as their back ups.
6/13/2013 Jan. 16, 2009
•
11
Talent is attracted to your organization because of the growth potential. – Have other leaders reached out to you about your talent growth? – Have candidates talked about the growth during interviews? – Are your employees staying with your organization because they see long term potential?
6/13/2013 Jan. 16, 2009
12
2
How do successful companies do it?
Tools
• Understand and be consistent on what is critical to success in your organization – Align with business leaders on the critical skills needed for success in each role. – Everyone is assessed on the same skill sets, for consistency. – Example of core competencies- focused on soft skills. • • • • • • • •
Where do you start?
6/13/2013 Jan. 16, 2009
13
Talent Development Communication Champion Problem Solver / Decision Making Interpersonal Effectiveness Cultural Alignment Results Driven Digital Innovator Personal Impact
6/13/2013 Jan. 16, 2009
14
How do successful companies do it? How do successful companies do it?
• Structured assessment process – Have a process in place to assess the entire team. Two types:
Box 4
Box 2
Box 1
Box 7
Box 5
Box 3
Box 9
Box 8
Box 6
Performance
• Formal review at least twice per year (at review time), with business objectives • Informal talent review, focused on developmental positions • Example (performance vs. potential)
Potential
6/13/2013 Jan. 16, 2009
15
6/13/2013 Jan. 16, 2009
How do successful companies do it?
16
How do successful companies do it?
• Teach your leaders how to fill in the gaps – Use the key skill sets every time you evaluate your employees. – Identify the GAP! COMPETENCY Talent Development Interpersonal Effectiveness Cultural Alignment Communication Champion Results Driven Problem Solving/Decision Making Digital Innovator Personal Impact
6/13/2013 Jan. 16, 2009
SELF MGR EVAL EVAL RATING RATING
•
LP LEVEL
•
UNIT LEVEL I*
4 4 4 3 3
4 4 4 3 3
X X X X X
2
2
GAP
3 3
2 3
GAP X
Create a “Career Development Plan” (CDP) that focuses on the skill set the employee needs to develop to get the next role on their career path. Be sure everyone is aligned on the focus and actions to get there.
– Development Plans • • • • • 17
6/13/2013 Jan. 16, 2009
Specific Measureable Attainable Relevant Time-bound 18
3
Example - Development Plan “Top Talent”
How people develop Keep the individual in mind when creating a plan. How do they learn? Hear it (Auditory) See it (Visual) Do it (Kinesthetic)
6/13/2013 Jan. 16, 2009
19
6/13/2013 Jan. 16, 2009
Share examples
Development Plan Exercise
• 360* feedback (do they know it?) • Explain/show was success looks like (do they know what good looks like?) • Job shadowing/peer visits • Business reviews with operations partners • Mentorships • High visibility project • More complex assignment • Presentation/meeting involvement at the next level • WWYD- scenarios
• Break up into small groups • One volunteer to share a real life example of an employee that needs development in one of the core competencies. • Create a SMART developmental plan • Pick a leader to present your plan
6/13/2013 Jan. 16, 2009
20
21
6/13/2013 Jan. 16, 2009
22
5 Things you can do NOW for development
Wrap up
1. Agree on a few critical competencies that will ensure success 2. Create a consistent assessment process 3. Create a plan or strategy around development 4. Measure and reward execution 5. Teach leaders how to create developmental plans (use SMART)
6/13/2013 Jan. 16, 2009
• Revisit initial Questions • Contact info: –
[email protected] –
[email protected]
23
6/13/2013 Jan. 16, 2009
24
4
