The document summarizes an internship at Constellation Brands working on compensation projects over the summer. The intern conducted market surveys, priced new job positions, created sales incentive estimators, and automated updating stock options for senior leadership. They learned new Excel skills like macros and consolidated multiple processes into single functions. The internship improved their confidence and provided exposure to new areas of the business.
Part 3 of a series on cross-channel experience design in preparation for the Rapid Cross-channel Prototyping at the ASIS&T IA Summit 2017 in Vancouver.
New decks coming every week.
Part 3 of a series on cross-channel experience design in preparation for the Rapid Cross-channel Prototyping at the ASIS&T IA Summit 2017 in Vancouver.
New decks coming every week.
Payroll Giving or Employee Giving is a non-core business activity. Hence it is imperative to give employees a delightful experience for it to be successful. Yet payroll giving is an error prone process since it involves so many different departments and organisations. Corporates and Intermediaries can leverage TracksGiving to manage their payroll giving campaigns. This presentation gives you a detailed overview. For more details please contact us at rp@pykih.com
How to Build a Recruitment Community for Prospects on Lightning in 4 weeks!Salesforce.org
Presentation from Salesforce.org Higher Ed Summit 2017 by: Stefan Frank and Eric Greenberg from The University Pennsylvania - Wharton School
Learn how the University of Pennsylvania's Wharton School designed, built and launched a Recruitment Community for their Executive MBA (EMBA) program applicants in only 4 weeks! The myEMBA community is focused on building a concierge level experience for highly qualified prospects. Within the community EMBA prospects are able to connect with Wharton admission team, ask questions, build their profile, share information and network with one another to qualify their fit at Wharton and receive a streamlined application experience. The community is tightly coupled with the EMBA Salesforce Sales Cloud providing a seamless experience and sharing of data. The Wharton team has seen some impressive early results on their admissions numbers, and will share plans on how they are expanding the community to serve their students.
PMexpo 2017 | Mapping the change, Fabio ArmaniPMexpo
Nel 2013 Jason Little ha pubblicato il libro “Lean Change Management”- metodologia di cui sono trainer e che utilizzo concretamente per effettuare le transizioni e/o le adoption Lean Agile. In questo talk vorrei raccontarmi le mie esperienze sul campo e mostrarvi ipotesi dei prossimi passi con particolare riguardo all'utilizzo di tecniche di Mapping del cambiamento.
I principali argomenti che tratterò sono i seguenti:
Esperienze concrete di Change Management.
Tecniche di mapping dell'impatto, degli Stakeholder e del cambiamento stesso.
Nuove prospettive di come co-creare il cambiamento nelle organizzazioni.
Inoltre, utilizzo le tecniche di Impact Mapping e User Story Mapping da parecchi anni per guidare il processo di definizione di Program e Product Backlog e/o di una roadmap collaborativa in cui Business e delivery possano far evolvere la vision in diversi scenari operativi guidati ad alto livello da un Business Model.
Sin da quando ho conosciuto l’approccio Lean Startup ideato da Eric Reis ho iniziato a sperimentarne l’utilizzo non solo per la realizzazione di prodotti o servizi, ma anche come un potente strumento per gestire il cambiamento all’interno delle organizzazioni e del loro ecosistema.
Why do startups need a minimum viable product (MVP)? How do we define the features for a MVP? What are the principles that we can use to move the team towards building that MVP which can be subjected to a lot of distractions in the market? In this session, I will guide the students in Singapore University of Technology & Design on a product development session and teach them to think, construct and work out a MVP.
Evaluate the Effectiveness of Your Online Learning & Training ProgramsNimritta Parmar
The ability to measure the effectiveness of your organization’s training and development programs is critical to ensure your learning strategy is aligned to your desired business outcomes. However, having a system in place to accurately measure the impact of your learning programs can often be a complex challenge — One that organizations struggle with the most.
Join this webinar to discover how to enhance employee performance and prove the value of your learning investments, by implementing simple and effective strategies for measuring the impact of your online training programs.
Watch the presentation to learn:
- Common issues and challenges with measuring learning outcomes
- How to align learning outcomes to business objectives
- Best practices for evaluating the effectiveness of your training programs
- How to analyze and interpret learning data to understand the impact of individual learning, and performance
- How to leverage these insights to improve training programs, and enable the organization to make better informed decisions about learning
How to Achieve Your Goals Using the SMART Goal SystemJustine Parsons
Would you hop on a flight without knowing your destination? The same applies to your business, a goal ensures the right destination is reached.
This guide will help you set clear, measurable SMART goals and put a plan in place to ensure you achieve them.
Setting the right goals and being accountable for the actions needed to achieve these has helped me to scale my business through each growth phase. I'm sharing this plan with you so you in turn can scale your business (because when you do, you'll need us on your team!).
Accenture had a long-standing performance management model that was built when the company was primarily a consulting organization in a less global and digital environment. Over time, changes in technology, Accenture’s business services and the company’s workforce led to reimagining performance management for the company.Accenture Human Resources designed Performance Achievement, a new performance management approach in collaboration with Accenture’s global IT organization; Fjord, part of Accenture Interactive; and early adopter groups. Human Resources and Fjord focused on applying human-centered, experience design to the concepts, while global IT partnered with Human Resources to develop the functional and technical requirements.
Global IT together with Human Resources solution architects assessed the marketplace for packaged solutions but were unable to find any that would meet this project’s unique requirements. This outcome led the team to turning to build a solution. Development had to be done quickly to meet a tight timeline. To support this objective, a core global IT team started with three main tenets:
Stay on the leading edge architecturally and use on-demand cloud computing platforms to allow for fast development and experimentation.
Move toward use of microservices architecture.
Be cloud-first.
Payroll Giving or Employee Giving is a non-core business activity. Hence it is imperative to give employees a delightful experience for it to be successful. Yet payroll giving is an error prone process since it involves so many different departments and organisations. Corporates and Intermediaries can leverage TracksGiving to manage their payroll giving campaigns. This presentation gives you a detailed overview. For more details please contact us at rp@pykih.com
How to Build a Recruitment Community for Prospects on Lightning in 4 weeks!Salesforce.org
Presentation from Salesforce.org Higher Ed Summit 2017 by: Stefan Frank and Eric Greenberg from The University Pennsylvania - Wharton School
Learn how the University of Pennsylvania's Wharton School designed, built and launched a Recruitment Community for their Executive MBA (EMBA) program applicants in only 4 weeks! The myEMBA community is focused on building a concierge level experience for highly qualified prospects. Within the community EMBA prospects are able to connect with Wharton admission team, ask questions, build their profile, share information and network with one another to qualify their fit at Wharton and receive a streamlined application experience. The community is tightly coupled with the EMBA Salesforce Sales Cloud providing a seamless experience and sharing of data. The Wharton team has seen some impressive early results on their admissions numbers, and will share plans on how they are expanding the community to serve their students.
PMexpo 2017 | Mapping the change, Fabio ArmaniPMexpo
Nel 2013 Jason Little ha pubblicato il libro “Lean Change Management”- metodologia di cui sono trainer e che utilizzo concretamente per effettuare le transizioni e/o le adoption Lean Agile. In questo talk vorrei raccontarmi le mie esperienze sul campo e mostrarvi ipotesi dei prossimi passi con particolare riguardo all'utilizzo di tecniche di Mapping del cambiamento.
I principali argomenti che tratterò sono i seguenti:
Esperienze concrete di Change Management.
Tecniche di mapping dell'impatto, degli Stakeholder e del cambiamento stesso.
Nuove prospettive di come co-creare il cambiamento nelle organizzazioni.
Inoltre, utilizzo le tecniche di Impact Mapping e User Story Mapping da parecchi anni per guidare il processo di definizione di Program e Product Backlog e/o di una roadmap collaborativa in cui Business e delivery possano far evolvere la vision in diversi scenari operativi guidati ad alto livello da un Business Model.
Sin da quando ho conosciuto l’approccio Lean Startup ideato da Eric Reis ho iniziato a sperimentarne l’utilizzo non solo per la realizzazione di prodotti o servizi, ma anche come un potente strumento per gestire il cambiamento all’interno delle organizzazioni e del loro ecosistema.
Why do startups need a minimum viable product (MVP)? How do we define the features for a MVP? What are the principles that we can use to move the team towards building that MVP which can be subjected to a lot of distractions in the market? In this session, I will guide the students in Singapore University of Technology & Design on a product development session and teach them to think, construct and work out a MVP.
Evaluate the Effectiveness of Your Online Learning & Training ProgramsNimritta Parmar
The ability to measure the effectiveness of your organization’s training and development programs is critical to ensure your learning strategy is aligned to your desired business outcomes. However, having a system in place to accurately measure the impact of your learning programs can often be a complex challenge — One that organizations struggle with the most.
Join this webinar to discover how to enhance employee performance and prove the value of your learning investments, by implementing simple and effective strategies for measuring the impact of your online training programs.
Watch the presentation to learn:
- Common issues and challenges with measuring learning outcomes
- How to align learning outcomes to business objectives
- Best practices for evaluating the effectiveness of your training programs
- How to analyze and interpret learning data to understand the impact of individual learning, and performance
- How to leverage these insights to improve training programs, and enable the organization to make better informed decisions about learning
How to Achieve Your Goals Using the SMART Goal SystemJustine Parsons
Would you hop on a flight without knowing your destination? The same applies to your business, a goal ensures the right destination is reached.
This guide will help you set clear, measurable SMART goals and put a plan in place to ensure you achieve them.
Setting the right goals and being accountable for the actions needed to achieve these has helped me to scale my business through each growth phase. I'm sharing this plan with you so you in turn can scale your business (because when you do, you'll need us on your team!).
Accenture had a long-standing performance management model that was built when the company was primarily a consulting organization in a less global and digital environment. Over time, changes in technology, Accenture’s business services and the company’s workforce led to reimagining performance management for the company.Accenture Human Resources designed Performance Achievement, a new performance management approach in collaboration with Accenture’s global IT organization; Fjord, part of Accenture Interactive; and early adopter groups. Human Resources and Fjord focused on applying human-centered, experience design to the concepts, while global IT partnered with Human Resources to develop the functional and technical requirements.
Global IT together with Human Resources solution architects assessed the marketplace for packaged solutions but were unable to find any that would meet this project’s unique requirements. This outcome led the team to turning to build a solution. Development had to be done quickly to meet a tight timeline. To support this objective, a core global IT team started with three main tenets:
Stay on the leading edge architecturally and use on-demand cloud computing platforms to allow for fast development and experimentation.
Move toward use of microservices architecture.
Be cloud-first.
1. Our Mission: To Build Brands that People Love
Compensation Internship | Mark Prezioso
August 11, 2016
2. Our Mission: To Build Brands that People Love
My Summer Projects
• Multiple compensation, short-term incentive and
long-term incentive surveys
• Market pricing of new and updated positions
• Sales incentive estimators for all divisions across the
globe
• New automation process for updating all senior vice
presidents’ and Executive Management Committee’s
outstanding stock options and awards
2 |
3. Our Mission: To Build Brands that People Love
Surveys
• Constellation Brands subscribes to multiple surveys
each year to receive market data on compensation
practices
• Using this data, the Company can ensure that they are
compensating their employees fairly and
competitively based on what the market is paying
3 |
4. Our Mission: To Build Brands that People Love
Surveys
• This summer, I filled out the following surveys:
• HayGroup PepsiCo Manufacturing, Sales, and Traffic
Compensation Survey
• Frederick W. Cook & Co. 2016 Survey of Long-Term Incentives
• AON 2016 U.S. Total Compensation Measurement Survey for
Executives
• Towers Watson 2016 Engineering & Construction
Compensation Survey for Mexico
• Constellation Brands will receive this data later in the
year, and will be able to fully evaluate its base pay,
short term incentive and long term incentive payouts
4 |
5. Our Mission: To Build Brands that People Love
Sample of Frederick W. Cook Survey
5 |
6. Our Mission: To Build Brands that People Love
Market Pricing
• Once Constellation Brands collects the data from the
salary and incentive surveys, it is input into a system
called MarketPay
• The system allows Constellation Brands’ positions to
be matched with positions from the surveys
• When new or updated job descriptions come in, we
can analyze them and compare them to the survey
jobs
• This summer, I assisted the Compensation team by
participating in job reviews for positions across
multiple functions, geographies and management
levels
6 |
7. Our Mission: To Build Brands that People Love
Market Pricing in MarketPay
7 |
8. Our Mission: To Build Brands that People Love
Sales Incentive Estimators
• Tool that allows managers to estimate total bonus
payouts based on estimated annual earnings and
short-term incentive targets
• Many of the plans’ names, descriptions, metrics, and
achievement levels changed this year, so my first task
was updating all of that information
• Through the use of macros, managers can select a
plan, input their estimates and targets, have the
payouts calculated, and have the plans and estimates
reset
8 |
9. Our Mission: To Build Brands that People Love
Sales Incentive Estimator
• This year, a new enhancement was added for the
points of distribution (PODs) metric
• Employees could be eligible for two different payout
enhancements based on certain goal achievements
• After writing a new macro within the estimator and adding a
dropdown menu, managers can select the proper payout
enhancement and have the payout automatically added into
the payout factor
9 |
10. Our Mission: To Build Brands that People Love
Sales Incentive Estimator
10 |
11. Our Mission: To Build Brands that People Love
Sales Incentive Estimator
11 |
12. Our Mission: To Build Brands that People Love
SVP and EMC Outstanding Stock Options and Awards
• E*Trade’s standard reports aren’t formatted in the
way that the Company needed them to be
• In order to have a snapshot of outstanding grants and the
potential future value of these awards, the Compensation
team created a workbook to represent this
• For every SVP and EMC member, the information had
to be manually entered from the reports into every
employees’ worksheet
• Through the use of macros, I successfully took this
process and allowed the Company to complete it
within five minutes
12 |
13. Our Mission: To Build Brands that People Love
The First Problem
• When I first sat down to start writing the code for the
macro, I realized the limitation of using vlookup
• Vlookup was only going to pull the first data set for every SVP
and EMC member in the report. I needed every data set
• At this point, I started looking through a list of Excel
formulas that could assist me in getting the result that
I needed
13 |
14. Our Mission: To Build Brands that People Love
The Formula that Works
• =INDEX('Pers Summ'!$C$1:$C$10000, SMALL(IF(EE
ID='Pers Summ'!$B$1:$B$10000, ROW('Pers
Summ'!$B$1:$B$10000)-MIN(ROW('Pers
Summ'!$B$1:$B$10000))+1, ""), ROW(A1)))
• If and Row – Tells Excel to find the employee’s ID number in
column B of the personal summary sheet
• Small – Returns the next smallest value in the data set
• Array Formula – Performs more than one calculation in a
single cell, and can return multiple values
• The past report had 750 outstanding grants. The 10000
ensures that the lookup range will never be less than the
number of options or awards granted
14 |
15. Our Mission: To Build Brands that People Love
Next Steps
• After finding a formula that worked for finding the ID
number, it was simple copy and paste in the code, and
changing the index reference to pull the correct value
into the correct column on each employee’s personal
summary
• The macro allows the formula to be dropped down
multiple rows within a table, and then filters to show
only the type of award that needs to be seen in the
specific table
15 |
16. Our Mission: To Build Brands that People Love
Next Steps
16 |
• Once the values in the table were calculated, I had to
update the retirement eligibilities and the values of all
exercised options and awards by pulling from other
reports
• The last part of this macro was fixing the print range
to not show the employee’s ID number or grant
number on the printout
17. Our Mission: To Build Brands that People Love
Consolidating Macros
• To save even more time, I combined multiple
employees’ codes into larger macros
• Since the code for each employee was so long, and macros
limits up to 64,000 characters, I was only able to combine
three employees into one sheet
• I added a worksheet within the workbook that had
buttons to run each of the consolidated macros
17 |
18. Our Mission: To Build Brands that People Love
Running the Macro
18 |
20. Our Mission: To Build Brands that People Love
Final Step
• The last part of this project was compiling all of the
steps for running the code, adding a new SVP or EMC
member, or deleting a retired SVP or EMC member
from the workbook into a step-by-step packet
• This final step is going to make the process
understandable to anyone who needs to update the
workbook, and makes the project sustainable
20 |
21. Our Mission: To Build Brands that People Love
What did I Learn?
• Being absent from work is not easy
• Questions do not show weakness, but rather, an
eagerness to learn
• Take initiative
• Valuable shortcuts and functions in Excel
• Take my time and not be so eager to jump right into
things
• It’s okay to challenge the ideas presented in front of you
• Mistakes are going to happen – be aware of that
21 |
22. Our Mission: To Build Brands that People Love
What did I Experience?
• A huge shift in confidence from last year to this year
• A whole new area of the business that I did not get
the chance to see last year while working in
commodity hedging
• Multiple networking and team building experiences
that allowed me to grow professionally
22 |
23. Our Mission: To Build Brands that People Love
What’s Next for Me?
• Back to SUNY Oswego to start my senior year
• Starting a new role as New York State Future Business
Leaders of America-Phi Beta Lambda President
• Starting a new role in the Office of Admissions as the Open
House and Admitted Students Day Intern
• Competing on SUNY Oswego’s CFA Institute Research
Challenge Team
• Finishing my degree and beginning the job search process
• Enjoying one week of sun, twenty-nine weeks of snow in
Oswego’s infamous weather conditions
23 |
24. Our Mission: To Build Brands that People Love
Week 1 Weeks 2-30
24 |
25. Our Mission: To Build Brands that People Love
At Least We Have Hockey… Lets Go Lakers!
25 |
26. Our Mission: To Build Brands that People Love
Thank You
• Special thanks to:
• Compensation Team
• Roger, Jenny, Suzana, Kevin, Leah and Dan
• Mark Brown and all of the other interns
26 |