Best Places To Work Symposium

Empowering Organizations to
Achieve Extraordinary Results

Symposium:
Becoming an
Employer of Choice
January 26, 2009

Agenda
AM
Status on the Industry’s Challenge
Employer of Choice Framework
Case Study – Dawn Foods – Tom Harmon, President, Global
Human Resources

Luncheon Speaker – Bama Foods – (tbd)

PM
Case Study Implications
Case Study – Marriott – Joann Jackson, Vice President, Market
Diversity Effectiveness
Action Planning
Wrap-up
Copyright © 2009, Corporate Performance Strategies, All Rights Reserved

Objectives
• Identify the core characteristics to become employers
of choice

• Review the baking industry’s status, opportunities and
benefits to achieve the goal of becoming employers of
choice

• Apply best practices to your own organizations

• Develop “call to action” for AIB and ABA to lead the
way in this transformation

Copyright © 2009, Corporate Performance Strategies, All Rights Reserved 3

Participation

Groundrules

4

Flow of Presentation

• Your survey results themes
• Defining “An Employer of Choice”
• Integrating Millennials into the mix


Your Survey Themes

Participant Survey Result Themes and
Discussion

TBD


My senior leaders believe that the time, effort, financial
investment required to become an employer of choice
will reap significant positive business results?

1 – Strongly Disagree
2 – Disagree
3 – Neutral
4 – Agree
5 – Strongly Agree


Becoming an Employer of Choice

What does the research tell us about
becoming an employer of choice?


Business and Financial Benefits

•Great Place to Work Institute Research showed Top 100 companies –
- Receive more qualified applications for open positions
- Experience lower turnover
- Experience reductions in healthcare costs
- Enjoy higher levels of customer satisfaction and loyalty
- Foster greater innovation, creativity, and risk taking
- Have higher productivity and profitability

• Independent 2008 study (University of Central Missouri) of firm
performance for 100 Best Companies to Work For showed greater levels
of productivity and efficiency

•Corporate Leadership Council concluded that review of research
suggests that employee satisfaction correlates positively with shareholder
value

•And the list goes on .. hundreds of studies over the past 15 years
demonstrating the economic benefits for pursuing this goal


What is “An Employer of Choice” in the Baking Industry?



•What outcomes do you seek?

•What key elements must be in place for your
business to transform into an employer of
choice (i.e., What does success look like)?

•How will you know when you get there?


HANDLING COMPLAINTS



After 20 years of research, at the heart of our
definition of a great place to work – a place
where employees trust the people they work
for, have pride in what they do, and enjoy the
people they work with.
- Great Place to Work Institute


Dimensions of a Great Place to Work

Credibility – Meaningful management communication; soliciting
ideas; competent managers; integrity

Respect – Employees have resources to work; frequent
recognition of work; partnering with employees; highly
collaborative; work/life balance

Fairness – Sharing profits; equitable compensation; meritocracy
for rewards and promotions; eliminating discrimination; disputes
handled fairly

Pride – Employees take pride in the company, team and their jobs

Camaraderie – Employees enjoy being with others; celebration of
successes; peer recognition and assistance
Source - Great Place to Work Institute


High Performance Workplace Dimensions

Training and Continuous Learning – Highly effective training
and development programs with adequate support (i.e., funds,
time off, etc.)
Information Sharing – All directions, shared, information about
the business and relevant matters
Employee Participation – Involved, “owners,” able to initiate
actions, and suggestions encouraged and used
Proper Organizational Structure – Resource allocations, team-
based, and few layers of management

Sources – Department of Labor and Dr. Robert Prescott, Rollins College

High Performance Workplace Dimensions

Worker - Management Partnerships – Strong relationships with
management, joint decision-making, and open communications
Compensation Linked to Performance and Skills – Employees receive
rewards linked to the business results, equitable and competitive pay, and
flexible plans as needed
Employment Security – Open dialogue about plans for growth and
reductions, career planning, and employee development
Supportive Work Environment – Concern and actions toward the
employees and their families, diversity, and creating a sense of belonging

Sources – Department of Labor and Dr. Robert Prescott, Rollins College


Millennials

What about the Millennials?


Workforce Generations
Traditionalists Baby Boomers Generation X Millennial

Born Between 1900 - 1945 1946 - 1964 1965 - 1980 1981 - 2000
Estimated Population 48 million 76 million 50 million 80 – 90 million

Significant Milestones •Great Depression •Cold War •Cold War Ends •Terrorism (Oklahoma
•WW I and WW II •Television •Technology City, Columbine, 9/11)
•Telephone •Wireless, Flat world
TV Families The Cleavers The Brady Bunch The Cosby’s The Simpsons

What they bring to Metal lunch box Leather briefcase Cell phone and lap top iPhone
work

Career Goals •Legacy careers •Stellar career •Portable career •Parallel career
•Loyal to a fault •Where am I headed? •Portfolio of •Multi-tasking, multi-
•One Company for life transferable skills and career paths
experiences
Managing Work/Life Support me in shifting Help me balance Give me balance now, Work isn’t everything;
the balance everyone else and find not when I’m 65 flexibility to balance
meaning myself my activities are
important
Workplace Feedback No news is good news Once a year with lots Sorry to interrupt, but Feedback whenever I
of documentation how am I doing? want it at a push of a
button

Source: When generations collide at work, L. Lancaster and D. Stillman

IT AIN’T WHAT YOU DON’T KNOW THAT
GETS YOU INTO TROUBLE. IT’S WHAT YOU
KNOW FOR SURE THAT JUST AIN’T SO.

- Mark Twain


Labor Shortage in 2010?

•Bureau of Labor Statistics projected 157mm workers and
167mm jobs in 2010 – 10mm worker shortfall

•More baby boomers leaving over the next 10 years

•Not enough Generation X workers

•Up to American businesses to figure out how to deal with this
impending “Brain Drain” gap!

20

My senior leaders believe that if we show commitment
and generosity to employees by giving them what they
need, they will give back even more in commitment and
effort?

1 – Strongly Disagree
2 – Disagree
3 – Neutral
4 – Agree
5 – Strongly Agree


Myths vs. Reality
Myth: Generation Y lives in the moment and would rather play than work.
Fact: They’re most concerned about supporting themselves and their families,
saving enough money, finding/keeping a job and having career satisfaction.
Myth: Generation Y expects instant gratification.
Fact: They’re focused on the future and worried about funding their retirement.
Myth: This generation slacks off at work to take care of personal matters.
Fact: 73 percent worry about balancing professional and personal obligations.
Myth: Generation Y workers can’t take direction.
Fact: They want frequent communications with the boss.
Myth: Generation Y employees have a sense of entitlement and don’t want to
pay their dues.
Fact: They expect to pay their dues quicker and in different ways.

Sources: Robert Half and Yahoo Study.

22

Attracting and Retaining Millennials

• Company Brand
•Social Communities
•Supervisory Skills
•Career Growth
•Rewards and Recognition
•Work Itself
•Technology
•Employee Development
23

Social Networking/Job Search Sites

- Source – Undergraduate students at Rollins College

Becoming the Employer of Choice

1. How do you create your “burning platform” for a compelling
case for change at your company?
2. What are the critical business needs/issues – turnover,
retirements, innovation, productivity, costs, etc.?
3. What are the critical areas needing most attention –
recruiting, development, mentoring, training, work
processes, policies, structure, etc.?
4. What specific steps can you take to make significant
progress in 2009?

25

Becoming and Employer of Choice

WRAP-UP

26

DID YOU KNOW?


CASE STUDY


Case Study Applications

•Answer questions individually – 10 minutes

•Small group discussion – 15 minutes

•Large group discussion – 10 minutes

•Questions:
1. Key learning points?
2. How well will this fit with your company?
3. What are the key implementation issues?
4. What are the next steps you can take?
5. What are implications for the baking industry?
29

Action Plans

•Top ideas for implementation that will move
the industry forward

•AIB and ABA have the network and influence
to create positive changes

30

Becoming and Employer of Choice

WRAP-UP

31

APPENDIX

32


Credibility – Managers regularly communicate with employees
about the company’s direction and plans, and solicit their ideas;
managers are competent in handling people and material
resources; employees know how their work relates to the
company’s goals; integrity is key, as is walking the talk.

Respect – Providing employees with the equipment, resources
and training needed to do their jobs; appreciating good work and
extra effort; reaching out and making employees partners in the
company’s activities, fostering collaboration across departments;
having safe and healthy environments; work/life is a practice.

Source - Great Place to Work Institute


•Fairness – Economic success is shared equitably through
compensation and benefits programs; everybody receives
equitable opportunity for recognition; decisions on hiring and
promotions made impartially; the workplace tries to free itself from
discrimination; clear processes for appealing and adjudicating
disputes.

•Pride – Division between labor and management fades;
employees take pride in their jobs, team and their company.

•Camaraderie - Employees can be themselves at work; they
celebrate successes of their peers and cooperate with others
throughout the organization; they want to stay around for their
careers.
Source – Great Place to Work Institute

Attracting and Retaining Millennials

Company Brand – Millennial consumers want to be associated with great brands.
Build your brand by advertising and participating on job boards and other networks
(e.g., FaceBook, Jobster, MySpace, etc.), supporting the communities and
environment, leading by being values-based, and building your brand and image
with targeted public relations.
Social Communities – Enable and support the development of social networks.
Support participation in FaceBook and other groups, create lunchtime forums,
sponsor social outings, events after training sessions.
Supervisory Skills – The best supervisors are flexible, open-minded, caring,
mentors, interpersonally savvy, coaches, and walk-the-talk. Train supervisors on
how people think, best ways to develop young people, providing timely and
effective feedback, and other skills outlined.
Career Growth – Paying dues recognized, but much shorter time horizon (1-3
years vs. 5-6 years). Enable people to grow their skills and careers – internal
career fairs, internal job board agents, rapid movement and promotion, clear paths
and assistance to goals, mentors, sponsors, and training.

Empowering Organizations to Achieve Extraordinary Results
Copyright © 2009, CorporatePerformance Strategies, All Rights All Rights Reserved
Performance Strategies, Reserved
Copyright © 2008, Corporate 35

Attracting and Retaining Millennial (Cont.)

Rewards and Recognition – Frequent recognition for work efforts, competitive
pay, excellent benefits, work/life balance.
Work itself – Meaningful work right from the start, flexible approaches to getting
work done, flexible schedules, job sharing, and other alternatives to create
challenge, meaning, and work/life balance.
Technology – Latest technology, communications with technology, and other
support for this “assumed” part of the infrastructure.
Employee Development – Need to demonstrate skills development valued and
supported in many ways – programs, tuition reimbursement, professional
associations, multi-competency based, and stretch assignments.

36

About CPS

Corporate Performance Strategies
A Management Consulting Firm With A Primary Focus on Improving
Performance In Proven, Measurable Ways

• We provide consulting services that assist clients in achieving
organization, team and individual goals

• Our client commitment is underpinned by a focus on building high touch,
quality partnerships with a specific focus on human resource and
executive leadership effectiveness

• We were founded in 2001

• We are staffed by experienced HR and business leaders that have
demonstrated track records in key executive roles

37

Service Portfolios

Business Continuity M&A Success

Succession Planning and Assessment
Complete Strategy to Ensure Continuity
HR Due Diligence / Risk Assessment
Proven Techniques to Build Bench Strength
Rapid HR Function Setup
Approach Tailored to:
Employee Communications
Client’s strategies & culture
Talent Assessments
Client’s business requirements
HR Transition Services
Assistance with Organizational Change
Vendor Identification and Negotiations
Business Scorecard (HR Metrics)
Key Employee Retention Assistance
Facilitation

HR Effectiveness Leader/Team Performance

HR Audits Leadership Performance Improvement
Interim HR Leadership Team Effectiveness
HR Service Delivery Transition/Transformation
Action Learning
Performance Management
Compensation Programs Executive Coaching

Change Management


CPS Representative Clients

39

CPS Contact Information

Corporate Performance Strategies, Inc.

1875 Old Alabama Road
Suite 520
Roswell, GA 30076
Main: 770-587-2265
www.cpstrat.com

Dave Brookmire – 404-593-5001, dbrookmire@cpstrat.com

40

ABC Baking Company Case
Congratulations! You have been recommended by your manager to serve on an
advisory board for the ABC Baking Company. This company has requested help to
solve its severe problems of attracting and retaining key talent. ABC is a 40 year
old family-owned business. There are 250 employees at this location in North
Carolina. Growth in revenues has been steadily increasing over the past decade at
10% per year. This is a result of innovative product introductions. With increased
manufacturing facilities locating in the area, competition for talent, and economic
conditions, over the past 24 months, ABC has experienced very high turnover in
sales and production positions. It has become very difficult to attract applicants to
the company. Recently, the CFO developed the costs for turnover and the CEO
was astounded by these numbers. He went to his peers and asked for assistance
and experts in this area with three questions:
1. What key areas are most critical to increase the flow of qualified talent and
retention?
2. What do you want to know to diagnose if this company can become an
employer of choice?
3. What 2-3 actions would you advise the CEO to take over the next 12-24
months?


The Texas Acquisition Case
You are part of a task force appointed by the CEO of Bakers Choice, Inc., a national
manufacturing company. Your role is to assess the working environment and make
recommendations for changes of a recently acquired manufacturing facility employing 400
workers located in Texas. This facility is essential for the company to sustain the growth
projected in the southwestern U.S. The financials for the newly acquired company were very
impressive and a main reason for the decision to move forward with the acquisition. However,
competition and poor product innovation are creating declining projections for growth. The
culture of the company, based on the due diligence team was quite friendly, like a family
atmosphere. As Bakers Choice has learned since the acquisition 3 months ago, there is a
very high aging workforce, with long-tenured employees in key technical, supervisory and
management roles. The average tenure is 20+ years in these roles. Family members occupy
key leadership roles. Turnover rates are generally low, with the exception of employees in the
1-2 year tenure range, experiencing a 50%+ turnover rate.
The CEO has asked the task force to address the following areas:
1. What elements must be in place to ensure attraction and retention of new workers that
are applying and happen to be in the 20 – 25 year old range?
2. What advice would you give to ensure knowledge transfer to the new millennial workers?
3. What 2-3 specific actions do you recommend the CEO take to solve this business
continuity risk?
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