This document discusses the importance of aligning workforce strategies with business objectives to achieve sustainable growth and profits. It emphasizes that people performance is a key driver of success and outlines an accelerated process for creating a workforce strategy grounded in business needs. An example case study shows how one company improved multiple metrics like profits, employee commitment, and customer loyalty through implementing an aligned HR strategy.

1. People
Performance
Profits
Align
Workforce
Strategies
to
Achieve
Business
Objec=ves
Why
People
Ma@er.
Crea=ng
Results.
Darryl Judd
Chief Operating Officer

2. Sustainability
of
Growth
&
Profits
Promote
Employer
Values
Good
Corporate
Ci=zen
Increased
Shareholder
Value

3. Success
is
driven
by
a
limited
number
of
key
dynamics
Products
Process
People

4. The
Process
is
just
as
important
as
the
product

5. People
alignment
is
cri=cal
for
sustainable
long
term
growth

6. Employee
Workplace
Alignment
"Alignment
is
the
essence
of
management.”
Fred
Smith,
FedEX
P
P
P
Growth
People
Performance
Profit

7. Workforce
Alignment
is
the
specific
process
of
aligning
employee
goals
with
the
overall
organiza=onal
strategy

8. Clearly
Communicated
Vision
Cascading
Goals
–
Company,
Department,
Individual
HR
Alignment
–
Talent,
Performance
Management,
Posi=on
Descrip=ons,
KPI’s,
Rewards
Number
1
objec=ve
–
communica=on
of
message
Behavioural
Change
Goal
becomes
realis=c
and
achievable

9. Accelerated
Execu=on
Strategy
Crea=ng
a
workforce
strategy
is
a
process
that
must
be
grounded
in
business
strategy
CONFIRM
ALIGN
ON
BUSINESS
WORKFORCE
CREATE
A
WORKFORCE
DEVELOP
EXECUTE
STRATEGY
NEEDS
&
ACTION
PLAN
MEASURE
&
IMPLICATIONS
CAPABILITIES
STRATEGY
REFINE
WHAT’S
NOW?
WHAT’S
NEXT?
WHAT
DOES
WHAT
ACTIONS
HOW
WILL
WE
WINNING
LOOK
WILL
MAKE
IT
MEASURE
RISK
&
LIKE?
HAPPEN?
SUCCESS?
What
changes
in
the
What
prac=cal
How
will
we
measure
What
skills
and
Where
are
the
biggest
World
of
Work
will
op=ons
and
choices
and
assess
risks
in
capabili=es
do
we
gaps
and
greatest
risk
affect
our
ability
to
are
available
to
changing
the
need
now
and
in
the
that
will
impact
the
a@ract,
retain
and
ensure
we
execute
workplace
and
how
future
to
meet
our
delivery
of
our
engage
the
workforce
our
workplace
will
we
measure
strategic
goals?
business
strategy?
we
need?
strategy?
success?
Source:
Manpower

10. Case
Study:
Crea=ng
ü Profit
up
11%
ü Increased
employee
compe==ve
advantage
commitment
by
18%
ü Reduced
employee
through
HR
strategy
a@ri=on
by
12%
An
MNC’s
ambi=ous
growth
strategy
was
ü Increased
workforce
based
on
aggressive
acquisi=ons
and
diversity
(including
improved
customer
reten=on.
Over
2
years,
management)
by
35%
however,
it
had
been
unable
to
significantly
ü Increased
customer
grow
its
customer
base
and
share
of
wallet
loyalty
by
4%
per
customer.
ü Sales
by
up
4%
ü Increased
cross-­‐
Define
selling
by
5%
Value
ü Award
as
an
Align
HR
“employer
of
choice”
Services
ü Achieved
reten=on
targets
for
key
Deliver
execu=ves
Value
Source:
Deloi@e
Touche
Tohmatsu
and
the
Economist
Intelligence
Unit,
2007.

11. Alignment
is
cri=cal
for
obtaining
sustained
results

12. A@rac=ng,
recrui=ng
and
retaining
individual
talent
is
impera=ve

13. People
&
Performance
Strategies
turns
talent
into
winning
teams

14. Agile
Workforce
Able
to
overcoming
challenges
Singularly
Focused
Direc=on
Winning
Environments
need
workplace
alignment
Top
to
Bo@om
&
Across

15. Logistics Executive has
Logis=cs
Execu=ve
Group
studied workplace Suite
32,3
Church
Street
behavior and team #25-­‐00
Samsung
Hub
dynamics in the Supply
Chain and Logistics Singapore
049483
industry cross-culturally. Logis=csExecu=ve.Com
For 14 years we have DarrylJ@Logis=csExecu=ve.com
assisted multinational
companies to develop
people strategies, led More
Informa=on?
talent attraction
programs, defined and Ques=ons?
implemented business
processes and provided
expert consulting that
has impacted Darryl Judd
organizations with Chief Operating Officer
positive business
outcomes.
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