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How Talent Acquisition and the Business are Thinking Ahead at TOMS-Badgley

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How Talent Acquisition and the Business are Thinking Ahead at TOMS-Badgley

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How Talent Acquisition and the Business are Thinking Ahead at TOMS-Badgley

  1. 1. Rick Badgley Vice President Retail & Talent ERE 2016, Las Vegas How Talent Acquisition & the Business are Thinking Ahead
  2. 2. Giving, by the numbers 50 million pairs of new shoes given! 360,000 sight restorations! 250,000 weeks of safe water provided! video
  3. 3. TOMS Evolution Start-Up • Founder led • Red ball syndrome • Hyper cross functional • Core skill set – “Get’r Done” Growth Company • We can't lose • More, More, More • Green people leaders • Where did everyone go • Core skill set - Agility Adolescence • Equity partner • Professional Leadership • Strategic Planning • Focus on a few things • Talent as a Priority • Core skill set – Agility with deep capabilities
  4. 4. Lessons Learned •Need can be the worst evaluator of talent •Defining job expectations rather than job descriptions •Lack of strategy results in high turnover •People are resilient when they believe in your mission •Org charts do not enable productivity •Need to balance culture and capabilities when hiring •Invest heavy into first time managers •Measure everything
  5. 5. Aligning Talent Strategies • What are the success measures? • How does this align to our employment brand? Build upon One-for-One Movement • Where, when, & how? • Do we need to redefine our people structure?Grow the Business • How will this change our infrastructure? • What will we start doing and what will we stop doing? Strengthen Foundation • What experiences, education, exposure are needed? • What is our retention and promote expectations? Invest in Our People Strategic Pillars Talent Response
  6. 6. •What are the success measures? •How does this align to our employment brand? Build upon One for One Movement
  7. 7. •Where, when, & how? •Do we need to redefine our people structure? Grow the Business
  8. 8. •How will this change our infrastructure? •What will we start doing and what will we stop doing? Strengthen Foundation
  9. 9. •What experiences, education, exposure are needed? •What is our retention and promote expectations? Invest in Our People
  10. 10. WHAT CAPABILTIES ARE NEEDED?
  11. 11. Capabilities Matrix • HR Technologies • Total Rewards • Consultation • Social Impact • Relationship Builders • Internships • Creative & Design • Wholesale • Supply Chain • Retail • E-commerce • New Markets • Brand marketing • Social Medial • Social Impact • PR • Content Generation Build upon our Movement Grow the Business Invest in our People Strengthen Foundation
  12. 12. Building a Plan Build • Availability of Talent • Aspiration of Talent • Readiness of Talent • Current Performance • Three E’s • Risks Buy • Availability of Talent • Cost of Talent • Impact of Talent • Expectations of Role • Cultural Implications • Risks Borrow • Availability of Talent • Cost of Talent • Length of need • Cultural Implications • Risks
  13. 13. Pulling it all Together •Interrupting Strategy ✔ •Aligning Capabilities ✔ •Working with Hiring Manager • Prioritization • Assessing Risk to Business • Setting Expectations • Build – Buy – Borrow
  14. 14. People Planning Strategic Pillar: Grow the Business Capability: Retail Experiences Build Buy Borrow Readiness Score Availability Score Deliverable Score Operations 1 People Management 1 P&L Management 1 Exp. Retail 2 Story Telling 1 Allocation 3 Replensihment 2 Café 2 Apparel / Footwear 2 POS 3 Merchandising 1 Business Building 1
  15. 15. Results & Measurement •Time to Productivity Increase •1st Year Attrition reduction •Promotion Rate •Time to Velocity •Internal Referrals •Contingent Labor •Learning Adoption
  16. 16. Questions?

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