Sig 2008   Winn Dixie & Supply Staff V1
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Sig 2008 Winn Dixie & Supply Staff V1

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Staffing for Tomorrow\'s Organization-how to successfully build strong teams

Staffing for Tomorrow\'s Organization-how to successfully build strong teams

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Sig 2008   Winn Dixie & Supply Staff V1 Sig 2008 Winn Dixie & Supply Staff V1 Presentation Transcript

  • Staffing for Tomorrow’s Sourcing Organization Sourcing Interests Group May, 2008 Graham Leary Vice President of Strategic Sourcing Winn-Dixie Laura Becker Senior Executive Recruiter SupplyStaff
  • Presentation Agenda
    • Industry Staffing Challenges
      • Today’s Employment Demographics & Staffing Forecasts
      • What This Means for Sourcing/Outsourcing Organizations
      • Key Steps for Developing a Resource Strategy
      • Talent Acquisition vs. Development
      • Summary of Learning’s
    • Sourcing Organization Resource Strategies at Winn-Dixie
      • Company Overview
      • Sourcing Organization
      • Recruiting Challenges
      • “ The Recruiting Compass”
      • Summary of Learning’s
  • “ The definition of a good presentation is one that has a good beginning and a good ending – both preferably close together!”
  • The Denali Group of Companies “ Helping Our Clients Transform Their Supply Chains Since 1996”
    • The Denali Group of companies includes:
      • Denali Consulting - Supply Chain management consulting - Strategic Sourcing, Procurement Transformation, Logistics Optimization
      • SupplyStaff - Supply Chain staffing and recruiting across all industries - both temp and direct hire services
      • Denali Intelligence - Market Intelligence for Sourcing professionals - Web-based subscription service & custom research
    • Formed in 1996, our only focus is Strategic Supply Chain Management
    • Certified as a woman-owned business by WBENC
  • Today’s Staffing Environment
    • “ More than 25% of the working population will reach retirement age by 2010, resulting in a potential shortage of nearly 10 million workers.” (Inside Supply Management, March 2006, Avoiding the Labor Shortage)
    • “ One fifth of this country’s large, established companies will be losing 40% or more of their top talent during the next five years. During the same period, the replacement pool of 35 to 44 year-olds will decline by 15%.” (Inside Supply Management, March 2006, Avoiding the Labor Shortage)
    • Even with continued procurement technology advances, projected employment needs for procurement professionals is expected to remain consistent (Monthly Labor Review, Nov 2007)
    • At the same time, employee commitment levels are also changing
      • “ The average corporate worker will change jobs at least 7 times during their career” (Mercer HR Consulting)
      • “ Only 47% of Americans say they’re satisfied with their jobs, dropping for over 60% in a similar survey 20 years ago” (Executive Board, 2007 Survey)
      • Workers said they were dissatisfied with their workload, potential for growth, work/life balance, performance review processes, and promotion policies in their jobs. (Executive Board, 2007 Survey)
    • “ Failing to manage your company’s talent needs is the equivalent of failing to manage your supply chain. And yet the majority of employers have abysmal track records when it comes to finding and retaining talent” (Peter Cappelli, Wharton Management Professor)
  • Additionally, Supply Chain Skill Requirements Continue to Change .. and Your Organization Needs to Adapt
    • New processes that didn’t exist 10-15 years ago
      • Strategic Sourcing
      • Supplier Development
      • Spend Management
    • New tools & technologies
      • Strategic Sourcing Suites
      • e-Sourcing Tools
      • Spend Analysis
      • Contract Development, Maintenance & Compliance Tools
      • Supplier Identification Solutions
    • Changing markets
      • Local to Regional to National to Global
      • Increased factors that drive market volatility
    • Higher expectations from Supply Chain organizations
      • The transition from transactional to strategic activities
      • Continued value contribution
  • The Role of the Procurement Professional has Truly Become More Strategic in Nature Strategic Tactical 2% 10% 10% 15% 43% 20% 4% 12% 17% 22% 30% 15% 6% 15% 22% 26% 20% 11% Other New Product & Process Mgmt Supplier Development Sourcing Strategy & Analysis Materials Management Transactional Buying 1997 2007 2002 Source: Corporate Executive Board Research
  • What Does This Mean for Your Sourcing Organization? Keeping Your Best People Recruiting New Talent
    • Effective strategies for retaining your best talent is the most important part!
    • Identify top performers
    • Understand what they need in terms of development, and create formal programs to respond
    • Work with your internal HR group to determine new skill requirements
    • Look beyond your industry
    • Partner with top Supply Chain university programs
    • Use temp-to-hire staffing models
    If you don’t have a Resource Strategy to build your talent pool, you better develop one!!!
  • Understanding Your Top Skills Requirements Build and Know Your Top 10 Skills Maintain Skills That Withstand the Test of Time Track Business Changes That Cause a Shift in Skills Different companies may have different Strategic Sourcing skill requirements based on their unique business requirements; however, core skills remain consistent across companies
  • Top Core Strategic Sourcing Skills
    • Facilitation & Meeting Management
    • Leadership, Guidance, & Team Building
    • Education, Ethics & Professionalism
    • Communication
    • Negotiations
    • Decision Making & Initiative
    • Marketing
    • “ Out of the Box” Thinking
    • Challenger of Status Quo
    • Conceptualization & Visualization
    • Strategic Thinking & User of Frameworks
    • Problem Solving
    • Financial Analysis & Cost Modeling
    • Computer Literacy
    • Formal Problem Solving
    • Business Awareness / Market Analysis
    • Process Expertise (Spend Analysis, Strategic Sourcing, Procurement, Contract Management, etc.)
    • Process Mapping & Improvement
    Interpersonal & Relationship Management Creative & Strategic Technical & Process
  • A Framework For Strategic Sourcing Skills Assessment & Transformation Determine Desired Strategic Skills Assess Organization’s Skills Design & Implement Skill Upgrade Program Identify Gaps & Develop Upgrade Strategy
    • Determine list of organization’s desired skill sets
    • Define standards for each skill set
    • Develop forecast for resource requirements and associated skills
    • Determine participants in the skills assessment process
    • Conduct assessment
      • Interviews
      • Online testing
      • Case studies
      • Qualitative assessment of past performance
    • Summarize results
    • Identify skills gaps
      • Systematic organizational gaps
      • Individual gaps
    • Determine strategy for upgrading organization skills through combination of development & acquisition
    • Document specific requirements to close gaps
    • Create skills development plans
      • Individual plans
      • Holistic organizational plan
    • Determine development / acquisition sources (internal/external) and approaches
    • Rollout & track acquisition & development programs
  • Once the Skills Gap is Identified, Develop a Plan To Close It Develop Talent & Org Strategy Talent Acquisition Talent Development Organizational Redesign
    • Determine the number of people you need to hire
    • Gain agreement on the skills sets you want in those people
    • Develop the process for recruiting, screening and hiring
    • Ensure you also focus on retaining your best people
    • Create and institutionalize a Knowledge Management program
    • Develop organizational and individual development plans
    • Incorporate other supply chain education and professional development
    • Develop exit strategies for those not able to transform
    • Gain understanding of trends and best practice sourcing organizational designs
    • Develop fit-for-purpose design for your enterprise
    • Ensure alignment of business goals, objectives, and processes
  • Keeping Your Best People
    • Challenging Work
    • Salary
    • Benefits
    • Life/Work Balance
    • Advancement Opportunities
    • Company Culture
    • Management Team
    Job Attributes That Supply Chain Professionals Value The Most * * Source: SupplyStaff Survey of Supply Chain Professionals
    • Strategies
    • Keep your team’s work challenging
    • Structure your department to nurture highly-skilled candidates
    • Target your compensation to be 10-20% above industry average
    • Encourage and allow balance between work and life
    • Develop mentoring programs that encourage advancement
  • Recruiting New Talent
    • Work with your internal HR group to ensure that they’re aware of your new skill requirements
    • Look outside of your industry, and focus on the core skills
    • Utilize multi-dimensional interviews that focus on your new desired skills
      • Face-to-face interviews
      • Case studies
      • Testing
      • References / Background checks
    • Work with top ranked Supply Chain university programs to offer internships/co-ops
    • Utilize temp-to-hire staffing options to try new talent before making longer term commitments
  • Summary
    • Realize that the demand for suitably qualified procurement professionals is on the rise, making the job of retention and recruiting that much more difficult
    • Understand and document the skills required for your organization
    • Assess your current organization to:
      • Determine gaps between the current and desired skill sets
      • Understand who your top performers are
    • Create a formal strategy for enhancing sourcing skills in your organization, either through creative acquisition or skills development activities
    • Develop a formal strategy and program for retaining your best talent
    • Organize your Resource Strategy for success, and don’t wait!
    • Company Overview
    • Sourcing Organization
    • Recruiting Challenges
    • “ The Recruiting Compass”
    • Summary of Learning’s
    Graham Leary – VP Strategic Sourcing, Winn-Dixie
    • Winn-Dixie was founded in 1925
    • Currently operates 520 stores located in
      • Alabama
      • Florida
      • Georgia
      • Louisiana
      • Mississippi
    • 52,000 associates
    • Sales $7B. Ranks 305 on the FORTUNE 500 © List
    • Nasdaq (WINN)
    Company Overview
  • Company Overview
  • Company Overview
    • Company Overview
    • Sourcing Organization
    • Recruiting Challenges
    • “ The Recruiting Compass”
    • Summary of Learning’s
    Agenda
    • Department history – Managed by consultants
    • Limited internal strategic sourcing expertise
    • 90 day organization assessment………
    Sourcing Organization
  • Sourcing Organization
    • Developed center-led organization plan
    • Execution within the business units
    • Started implementing systems and tools to:
      • Gain transparency of spend
      • Accelerate e-Sourcing
      • Build spend management capability
    Sourcing Organization
    • Business Function Aligned
    • Core Team With Key Support Roles
    Sourcing Organization
    • Plan aligned with SVP’s and CEO
    • Assessed talent requirements
    • Skill-set: strategic, analytical, excellent negotiators, process focused
    • Focusing recruiting on blend of talent from top Retailers, CPG firms, and Technology firms
    Sourcing Organization
  • Agenda
    • Company Overview
    • Sourcing Organization
    • Recruiting Challenges
    • “ The Recruiting Compass”
    • Summary of Learning’s
    • Expect to dedicate 20-50% of your time to staffing your organization
    • The Executive Juggling Act
    Recruiting Challenges
  • Agenda
    • Company Overview
    • Sourcing Organization
    • Recruiting Challenges
    • “ The Recruiting Compass”
    • Summary of Learning’s
  • Interview Process Culture Fit Diversity Timing Offers Specifications Recruiters The Recruiting Compass TOP TALENT -Attract- -Develop- -Retain-
    • Develop great position specifications
    • Develop a partnership with 1-2 recruiting firms
      • Consider a High / Low approach
    The Recruiting Compass Specifications and Recruiters
    • Schedule interviews
      • Candidate interviews in close proximity
      • Be organized - create a great impression from day 1
    • Develop a strategic interview plan
      • Communicate position requirements to interviewers
      • Examine skills. Energize / Market. Gain the H.R basics
    • Post interview
      • Standard evaluation tools and roundtable debrief session
      • Deliver instant candidate feedback
    The Recruiting Compass Interview Process
    • Explain your vision
    • Be ready to articulate your company’s:
      • Business strategy and key financial metrics
      • Cultural dynamics
      • Policies
      • Career opportunities
    • Hire adaptable people
    The Recruiting Compass Culture Fit & Diversity
    • Provide feedback immediately via Recruiter
      • A “sound-bite” is better than “no-bite”
      • Focus on candidates positives
      • Keep candidates “warm”
    • Know the market, and know early-on what can realistically be offered
    • Target completing process in 45 days
    The Recruiting Compass Timing & Offers
  • Agenda
    • Company Overview
    • Sourcing Organization
    • Recruiting Challenges
    • “ The Recruiting Compass”
    • Summary of Learning’s
    • Lead the recruiting process
    • Partner with H.R, but avoid outsourcing to H.R
    • Hands on every-day (20-50% of time)
    • Use contractors and external resources to bridge organization gaps
    • Take your time to hire the right team
    • Develop your own Compass
    Summary of Learning’s Great People Are Available
  • Thank You !!! Laura Becker SupplyStaff 530-550-5213 [email_address] Graham Leary Winn-Dixie Phone ?? Email ?? Questions