The document discusses talent acquisition's role in workforce planning. It outlines several strategic HR pillars including smart growth, developing a full talent pipeline, employee mobilization, and building a purpose-driven culture. It then presents a case study on addressing key capability gaps through operating model changes and tailored hiring and assessment processes to strengthen regions impacted by attrition. Hiring ahead of losses and customizing models by region are emphasized as strategic workforce planning tactics for the talent acquisition team to address needs.
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
Make your recruitment process transparent using Recruitment Strategy Presentation PowerPoint Presentation Slides. Let the selection process be hassle free and without any nuisance. Identify the job vacancies and their specifications, experience and the skills required for the job with the help of recruitment strategy PPT PowerPoint show. Select, screen and interview the resources from a pool of qualified candidates using recruitment process template. Analyse how many candidates walked in for the interview, their applications, eligibility, qualification, experience, and more with the help of a recruitment tracker PPT slide. Set a budget for a selection and hiring process by adding the salary budget, number of employees to be hired, total recruitment expenses, and more by incorporating the ready-to-use talent acquisition PPT deck. HR managers and recruitment specialists can get access to this content- ready recruitment strategy presentation PowerPoint Presentation slide. Download this professionally designed PPT deck and fill vacancies with qualified candidates. Advise folks to avoid creating clusters with our Recruitment Strategy Presentation PowerPoint Presentation Slides. It helps discourage groupism.
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
Make your recruitment process transparent using Recruitment Strategy Presentation PowerPoint Presentation Slides. Let the selection process be hassle free and without any nuisance. Identify the job vacancies and their specifications, experience and the skills required for the job with the help of recruitment strategy PPT PowerPoint show. Select, screen and interview the resources from a pool of qualified candidates using recruitment process template. Analyse how many candidates walked in for the interview, their applications, eligibility, qualification, experience, and more with the help of a recruitment tracker PPT slide. Set a budget for a selection and hiring process by adding the salary budget, number of employees to be hired, total recruitment expenses, and more by incorporating the ready-to-use talent acquisition PPT deck. HR managers and recruitment specialists can get access to this content- ready recruitment strategy presentation PowerPoint Presentation slide. Download this professionally designed PPT deck and fill vacancies with qualified candidates. Advise folks to avoid creating clusters with our Recruitment Strategy Presentation PowerPoint Presentation Slides. It helps discourage groupism.
Talent acquisition is the process of finding and acquiring skilled human labor for organizational needs and to meet any labor requirement. When used in the context of the recruiting and HR profession, talent acquisition usually refers to the talent acquisition department or team within the Human Resources department. The talent acquisition team within a company is responsible for finding, acquiring, assessing, and hiring candidates to fill roles that are required to meet company goals and fill project requirements.
Recruitment challenges a Recruiter must beat before hiring any candidate. The focus of this ppt on recruitment challenges is particularly on how to interview only quality candidates. Follow the below link to know more
https://blog.interviewmocha.com/worst-recruitment-challenges-a-recruiter-must-beat
This is a case study of how Welch’s Foods Inc. a Consumer Goods Company, selected and implemented RPO to streamline and standardize talent acquisition process in order to enable HR professionals to become more strategic business partners. Particular emphasis will be placed on the implementation process and experience.
Key concepts will include:
RPO industry resources
Internal involvement plan
RFP tools and evaluation approach
Implementation planning
Discovery session agenda
Change Management
Completely align the Recruitment Strategy with the business plan, so as to stay head of the curve with the leaders in recruiting Top Talent from the industry.
Lightspeed's 2018 Hiring Trends Report
Our mission is to empower startups to find, hire, and retain the best people. Data is the key to successful hiring but has historically not been used due to lack of availability. The
second installment of this report dives into challenges, insights, and best practices across the employee life-cycle.
Omni's Award Winning Recruitment Process Outsourcing RPO SolutionInSource Talent Ltd
An overview of Omni's flagship Recruitment Process Outsourcing (RPO) solution.
By taking one easy step you can recruit the best talent, at the lowest possible cost, in the quickest possible time!
We can significantly reduce the effort expended by your HR department and your business. Not to mention taking away all the hassle of agency cold calls or managing your own direct channels.
The benefits of outsourcing your recruitment are significant and tangible....
Gain consistency, control and visibility of your recruitment
Have the whole organisation recruiting in a consistent high quality and visible way so performance can be measured and improved.
Improve the quality of your candidates
With talent pools created specifically for your organisation and a team of expert resourcers using cutting edge sourcing techniques, have access to the widest pool of talent.
Save time on recruitment administration
With a recruitment team managing the recruitment process under the organisation’s brand, you’ll no longer have to find time to place adverts, respond to applications, keep in touch with candidates or even manage agencies – this will all be taken care of.
Reduce agency costs
With a focus to increase the number of direct placements, the ability to negotiate agency fees and a performance framework in place, you’ll have less dependence on agencies which means a significant reduction in agency fees!
Improve time to hire
With a slick and efficient recruitment process managed by recruitment experts, all aspects of time to hire will be measured, monitored and improved.
A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI.
These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.
Recruitment suitable employees is a complex task. There is a requirement of ideal recruiting processes to ensure that the best candidates are hired by the business. For which a company requires an ideal recruiting plan. We present to you a recruiting agency proposal which you present to different companies and pitch them to collaborate with your recruiting agency. With a professional recruiting proposal you can easily illustrate the needed goals that any organization needs to achieve. Pitch the company managers by ensuring that your agency will look for the target employees that are required to achieve desired results for the business. This proposal slideshow enables recruiting agencies to identify the amount and type of talent required to meet the company’s expectations. This proposal is a great opportunity for staffing agencies to reach out to the business leaders in order to understand their expectations and hire the candidates accordingly. The recruiting agency proposal presentation includes content that can be used to generate new strategic initiatives in order to attract the best talent for the company. Use the professionally designed slides to elaborate on the project context and objectives along with the capabilities of the organization. With the help of this recruitment agency proposal, an agency can compile the information on the current state of the company and devise ideal policies for the future. Explain the business operators your action plan, which may include briefing, talent sourcing, screening, shortlisting and final selection. Also, the staffing PowerPoint slides include spaces where you can provide an overview of your agency to the companies. Use this recruiting proposal to attract the leaders. You can easily clarify how your recruiting process will benefit the organization. Therefore, download the corporate recruiting agency proposal now and hire the best employees for different companies.
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
Preliminary findings for Bersin by Deloitte 2013 High-Impact Talent Acquisition research. What drives business impact in corporate recruiting today? What are the top practices to focus on? Presented at iRecruit conference June 2013.
Building Capability 2012 - The Standard Model of RecruitmentEmma Mirrington
Andy Dolby from Write Research challenges our notions of the Standard Model of Recruitment in his key note session at our Building Capability Conference 2012
Talent acquisition is the process of finding and acquiring skilled human labor for organizational needs and to meet any labor requirement. When used in the context of the recruiting and HR profession, talent acquisition usually refers to the talent acquisition department or team within the Human Resources department. The talent acquisition team within a company is responsible for finding, acquiring, assessing, and hiring candidates to fill roles that are required to meet company goals and fill project requirements.
Recruitment challenges a Recruiter must beat before hiring any candidate. The focus of this ppt on recruitment challenges is particularly on how to interview only quality candidates. Follow the below link to know more
https://blog.interviewmocha.com/worst-recruitment-challenges-a-recruiter-must-beat
This is a case study of how Welch’s Foods Inc. a Consumer Goods Company, selected and implemented RPO to streamline and standardize talent acquisition process in order to enable HR professionals to become more strategic business partners. Particular emphasis will be placed on the implementation process and experience.
Key concepts will include:
RPO industry resources
Internal involvement plan
RFP tools and evaluation approach
Implementation planning
Discovery session agenda
Change Management
Completely align the Recruitment Strategy with the business plan, so as to stay head of the curve with the leaders in recruiting Top Talent from the industry.
Lightspeed's 2018 Hiring Trends Report
Our mission is to empower startups to find, hire, and retain the best people. Data is the key to successful hiring but has historically not been used due to lack of availability. The
second installment of this report dives into challenges, insights, and best practices across the employee life-cycle.
Omni's Award Winning Recruitment Process Outsourcing RPO SolutionInSource Talent Ltd
An overview of Omni's flagship Recruitment Process Outsourcing (RPO) solution.
By taking one easy step you can recruit the best talent, at the lowest possible cost, in the quickest possible time!
We can significantly reduce the effort expended by your HR department and your business. Not to mention taking away all the hassle of agency cold calls or managing your own direct channels.
The benefits of outsourcing your recruitment are significant and tangible....
Gain consistency, control and visibility of your recruitment
Have the whole organisation recruiting in a consistent high quality and visible way so performance can be measured and improved.
Improve the quality of your candidates
With talent pools created specifically for your organisation and a team of expert resourcers using cutting edge sourcing techniques, have access to the widest pool of talent.
Save time on recruitment administration
With a recruitment team managing the recruitment process under the organisation’s brand, you’ll no longer have to find time to place adverts, respond to applications, keep in touch with candidates or even manage agencies – this will all be taken care of.
Reduce agency costs
With a focus to increase the number of direct placements, the ability to negotiate agency fees and a performance framework in place, you’ll have less dependence on agencies which means a significant reduction in agency fees!
Improve time to hire
With a slick and efficient recruitment process managed by recruitment experts, all aspects of time to hire will be measured, monitored and improved.
A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI.
These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.
Recruitment suitable employees is a complex task. There is a requirement of ideal recruiting processes to ensure that the best candidates are hired by the business. For which a company requires an ideal recruiting plan. We present to you a recruiting agency proposal which you present to different companies and pitch them to collaborate with your recruiting agency. With a professional recruiting proposal you can easily illustrate the needed goals that any organization needs to achieve. Pitch the company managers by ensuring that your agency will look for the target employees that are required to achieve desired results for the business. This proposal slideshow enables recruiting agencies to identify the amount and type of talent required to meet the company’s expectations. This proposal is a great opportunity for staffing agencies to reach out to the business leaders in order to understand their expectations and hire the candidates accordingly. The recruiting agency proposal presentation includes content that can be used to generate new strategic initiatives in order to attract the best talent for the company. Use the professionally designed slides to elaborate on the project context and objectives along with the capabilities of the organization. With the help of this recruitment agency proposal, an agency can compile the information on the current state of the company and devise ideal policies for the future. Explain the business operators your action plan, which may include briefing, talent sourcing, screening, shortlisting and final selection. Also, the staffing PowerPoint slides include spaces where you can provide an overview of your agency to the companies. Use this recruiting proposal to attract the leaders. You can easily clarify how your recruiting process will benefit the organization. Therefore, download the corporate recruiting agency proposal now and hire the best employees for different companies.
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
Preliminary findings for Bersin by Deloitte 2013 High-Impact Talent Acquisition research. What drives business impact in corporate recruiting today? What are the top practices to focus on? Presented at iRecruit conference June 2013.
Building Capability 2012 - The Standard Model of RecruitmentEmma Mirrington
Andy Dolby from Write Research challenges our notions of the Standard Model of Recruitment in his key note session at our Building Capability Conference 2012
Corporate Recruitment 2020 Maturity Model Feb 2017 Gareth Flynn
Corporate Recruitment / Talent Acquisition Maturity Model - How Talent Acquisition will evolve in the next 5-8 years. A Model developed by TQSolutions and PwC with input from industry.
Strategic Workforce Planning: Key Principles and Objectives, Paul TurnerThe HR Observer
Making sure that we have the right people in the right place with the right level of skills at the right time to deliver both short and long term objectives requires information and insight. This need has sparked a growing interest in workforce planning. Organisations have identified a compelling need to be able to ‘shape’ and skill themselves to deal with both expected and unexpected events: as well as to control costs without damaging competitiveness. Strategic Workforce Planning (SWP) supports these objectives in the quest to become flexible and agile. SWP is a core process of human resource management. It helps HR Professionals to provide insight to an organisation’s competitive advantage through people. This session will cover some of the objectives, principles and models used in SWP, together with case studies of best practice.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
This HR Shared Services video tells the story of how Kellogg successfully transformed their HR service delivery and exceeded expectations using a HR shared services model. Kellogg was able to add value to employees and the business alike, considerably increase customer response and satisfaction measures, improve operating margins, provide standardized/compliant HR answers and increase adoption rates among employees and managers on a global basis. Learn how advances in HR technology, notably including SaaS, made deploying a new model for HR service delivery via HR Shared Services a reality for 35,000 active/retired employees and their dependents across 13 countries and 4 languages.
Leading Transition From Strategy Development to DeploymentHuman Capital Media
The world’s best strategy is useless without employees mobilized to execute it. While there are hundreds of business books dedicated to how to develop a strategy, few explain its deployment and why 80 percent of new strategies fail to yield results. In this session, David Dart, vice president of human resources at Celanese Corp., will discuss key steps in transitioning a strategy from development to deployment and how the human resources function should lead this activity.
In this session, attendees will learn:
• The definition of an operating model and how it fits into strategy deployment.
• The key steps in developing an operating model for your organization.
• Methods of deploying an operating model effectively to ensure anticipated results are achieved.
Speaker: David Dart, Vice President, Human Resources – Specialized Materials, Celanese, Inc.
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
RBL Omnia combines five of RBL's exclusive, world-class product offerings: RBL Institute, Virtual Academies, OGS, Online Assessments, and a Research Repository to identify, measure, and monitor the highest impact human capability investments.
RBL Omnia combines five of RBL's exclusive, world-class product offerings: RBL Institute, Virtual Academies, OGS, Online Assessments, and a Research Repository to identify, measure, and monitor the highest impact human capability investments.
Creating Value Through Digital Enterprise Transformation
Originally presented to XPX, CT Chapter. We look at what it takes to create value and reduce risk using digital enterprise transformation to improve your business processes, technology, and talent foundations.
Topics covered include building a roadmap, process improvement, systems improvement including ERP, CRM, BI/Analytics, and eCommerce, how to build a global organization, and how to build a professional management team.
RBL Omnia combines five of RBL's exclusive, world-class product offerings: RBL Institute, Virtual Academies, OGS, Online Assessments, and a Research Repository to identify, measure, and monitor the highest impact human capability investments.
The Five Phases of Agile Maturity (Part 3): Phase 5Cprime
The journey to agile maturity is neither fast nor straightforward. What do you need to know? What challenges might you face? Which tools will best meet your organization where it's at?
Learn:
- Common maturity elements of Phase 5 of agile maturity (The Scaling Agile Enterprise)
- Challenges you may face in the last phase of your agile maturity journey and how to overcome them
- How Jira Align’s features and functionality can support your Agile enterprise
- How to utilize custom-tailored solutions to meet your specific needs
What ISO Management Systems can learn from Balanced Scorecard?PECB
Balanced Scorecard is a Strategy Management System developed by Professors Kaplan and Norton. It is probably the most comprehensive system/tool in the modern world. It allows an organization balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives). It further lets an organization break down each of these 4 perspectives based on 4 criteria which are Objectives, Measures, Target and Initiatives. There is a lot that ISO Implementers and Auditors need to learn from a Balanced Scorecard that will help in better delivering ISO engagements. This webinar will take a critical look at what is Balanced Scorecard and what ISO Consultants need to know to about it.
Main points covered:
• What is a Balance Scorecard?
• How Balance Scorecard allows organization to balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives)
• How an organization breaks down each 4 perspective based on 4 criteria (Objectives, Measures, Target and Initiatives)
Presenter:
This webinar was presented by Orlando Olumide Odejide, who is the Chief Trainer for Training Heights Limited. Orlando is an experienced Enterprise Architect and Programme Director working on various technology solutions including SharePoint, SQL Server, Oracle, SAP, Odoo and Qlikview Technologies for clients in the Financial Services, Government and Manufacturing Sectors.
Link of the recorded session published on YouTube: https://youtu.be/XPPj9XhXl0s
Customer-centricity is the new imperative, but most organizations are not prepared to transform the way they work to deliver a relevant, personalized customer experience at scale. Designed for those who have been exposed to Journey Mapping, this interactive workshop will share Accenture’s Customer Journey Management framework for guiding the omni-channel customer experience with agility and at scale. During the session you will assess your organization’s design, governance and operating model dimensions to identify capability gaps in delivering on your vision of customer-centricity.
In a working session you will prioritize the gaps in your organization’s capabilities to implement the Customer Journey Management framework. The workshop will help you visualize how to manage the dramatic increase in data, segments, content, collaboration, and compliance that come with high-fidelity journey mapping and omni-channel marketing. We will discuss your specific challenges, as well as real world examples of operating model innovations from companies across industries and levels of maturity. This session will help you prepare your company to identify and respond to customer experience opportunities with new levels of agility and scale.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 4,000 hours of work. It summarizes our combined 100+ years of experience advising executive teams around the world. And it includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
This Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.domontconsulting.com
The Operating Model and Organization Design Toolkit includes frameworks, tools, templates, tutorials, real-life examples, video training, and best practices to help you:
-Make your strategy happen and boost your company’s performance
Successfully implement an operating model and organization design initiative with our simple and comprehensive 7-phase approach
-(I) Carry out your business case for change: (1) Situation, key challenge and proposed solution, (2) Project objectives and key performance indicators (KPIs), (3) Project scope, approach and team, (4) Key activities and deliverables, (5) Strategic alignment, (6) Value: project initial investment, project costs, additional revenue generated, cost savings, cash flows and net present value, (7) Ease of implementation
-(II) Define your operating model and organization design: (1) Capability management, (2) Structure and governance, (3) Culture, (4) Talent management, (5) Processes, (6) Technology, (6) Culture
-(III) List your potential initiatives for each pillar
-(IV) Create your business cases and financial models to assess potential initiatives
-(V) Prioritize, plan and implement your projects: (1) Project prioritization, (2) Business roadmap, (3) Governance, (4) Dashboards, (5) Project implementation: agile methodology, design thinking and traditional methodology, (6) Continuous improvement (7) Post projects evaluation and lessons learnt, (8) Post program evaluation and lessons learnt
-(VI) Define and implement your change management strategy and internal communication strategy: (1) Change management strategy, (2) Change management plans, (3) Implementation, tracking and progress management, (4) Effective communication
-(VII) Engage your stakeholders effectively: (1) Stakeholder analysis, (2) Stakeholder engagement strategy, (3) Stakeholder engagement detailed plan
Tim Sackett's presentation on how you can get better at Recruiting by following the principles behind the science of using data in the Moneyball movie.
Angie Verros's deck from the 2018 Michigan Recruiter's Conference held in Detroit, MI onsite at General Motor's HQ. Better recruiting and sourcing emails.
Torin Ellis's presentation at the 2018 Michigan Recruiter's Conference held in Detroit, MI onsite at General Motor's HQ. Torin challenges us to raise the level of commitment around D&I practices in our organizations.
Tracey Parson's Recruitment Marketing presentation from the 2018 Michigan Recruiter's Conference in Detroit, MI onsite at General Motor's HQ. Tracey teaches us how to Hack recruitment marketing with limited resources.
Holly's presentation on Insights from the 2018 SocialTalent Global Recruiting Survey, from the 2018 Michigan Recruiter's Conference held in Detroit, MI onsite at General Motors HQ.
Dawn Burke's recruiting presentation at the 2018 Michigan Recruiter's Conference in Detroit, MI, onsite at General Motors. The presentation focuses on Recruitment strategy.
What are great companies doing to ensure candidates have a great candidate experience. Also, technology recommendations on which tech helps you automatically drive great CX.
Mike Bailen, VP of People at Lever, presenting at the 2017 Michigan Recruiter's Conference on how talent acquisition can use marketing strategies to attract more talent.
Shaunda Zilich, Employment Branding Leader at GE, presenting at the 2017 Michigan Recruiter's Conference on building an employee ambassador program and employee advocacy.
I was a white kid who grew up in the city. Rap music shaped how I thought. When I got into HR and Business I thought it was ironic how rap lyrics could parallel how I thought about leadership.
2. Optimization Can’t Happen Without the Basics
Organizational Capability
Tactical Strategic
SYSTEMS
PROCESS
RESOURCES
METRICS
BASICS
• HIRING PROJECTIONS
• INNOVATION
• MULTI-SITE
CAPABILITIES
• PORTFOLIO STRATEGY
• SERVICE LEVEL
AGREEMENTS
• AREA METRICS
• COORDINATED
ASSIMILATION
• COORDINATED
TRAINING (Domestic)
OPERATIONAL
• WORKFORCE PLANNING
• CONTINUOUS
IMPROVEMENT
• LEADERSHIP DEVELOPMENT
• COMPETENCY MODELS
• TOTAL REWARDS
• ENTERPRISE-WIDE
CAPABILITIES/STRATEGY
• GLOBAL METRICS
• DIVERSITY & INCLUSION
• COMPETITIVE INTELLIGENCE
• OUTSOURCING COUNCIL
(Best in Class/Global)
OPTIMIZATION
3. Three Strategies Needed for Business Success
Mark Huselid – The Workforce Scorecard
Business
Strategy
The Growth
Workforce
Strategy
The Capabilities
HR Strategy
The System
10/5/2015 3
DIFFERENTIATIONOutside Inside
4. A Winning Culture enables us to successfully execute our strategy
Strategy DefinedAdapted from Playing to Win: How Strategy Really Works by AG Lafley
How we work together
Key skills & abilities required to make it happen
Key elements of execution that unlock value
The choices we make to deliver value
Setting the course for the organization
V I S I O N
W H E R E W E P L AY
H O W W E W I N
K E Y C APA B I L I T I E S
O P E R AT I N G M O D E L
5. ► An operating model is where and how the most critical
work is done
► In other words, it’s the Who, What, When, and How
work gets done
► It is not an organizational structure, although the org
structure is an outcome of the operating model
5
What is an operating model?
6. Operating Model includes more than just
“boxes and lines”
Celanese
Operating
Model 2.0
Structure
Capabilities
Resource
alignment
Decision-making
forums
Processes
Accountabilities
• How will cross-enterprise
management processes
work?
• What are our company
norms for how people
interact? What are
expectations for priority
behaviors?
• Is the right talent in place
for the new structure?
• What are the implications of
future operating model for
capability enablers –
People, Process,
Technology?
• What is the right resource
level?
• How should resource
additions be phased?
• Does the new structure
achieve spans/layers
targets?
• What are the key executive forums’ objectives,
composition and cadence to govern business?
• What is our predominant ‘decision style’?
• What are the roles and
accountabilities and KPIs of
each unit?
• What is the RACI for critical
decisions (especially cross-
functional)?
• What are the main operating units and P&Ls?
• What ‘horizontal’ entities and coordinating
mechanisms are required?
• How will the center add value?
7. Four steps to deploying an operating model:
► Identify the key decisions that create value and the processes in
which they reside (the “What”)
► Clarify the roles and interfaces across the business (the “Who”)
► Define the decision rights (“Who, What, and When”)
► Create the forums to make those decisions (the “How”)
Clearly defined operating models enable speed
through systematic decision making
A little more on operating model
8.
9. Celanese’s Organization and Culture is
Evolving…
10/5/2015 9
2012
2013
2014
Resetting Expectations
Delivering & Building Trust
Performance & Preparing for the Future
• Established mission, vision, and refreshed
values
• Core changes to how Celanese operated
• Strategy 1.0 / 5 Big Rocks
• Missed financial measures
• Responding to high attrition
• Focus on people
• Performance management and
compensation changes
• Communicated broadly
• Focused on Execution, Innovation,
Collaboration, and Customer Excellence
• Stabilized organization
• Focus on cost / investments in the right
areas
• Focus on development in key areas:
manufacturing, sales, and technology
• Unifying CE brand
• Top business performance
• Celanese 2.0
• Focus on creating sustainable
profitable growth
• Focus on talent – key roles, specific
development, succession, and
coaching
10. …and Our Strategy Work Confirmed Many Strengths as
well as Many Opportunities
Strengths Challenges
Focus
Our technology and products are strong and often
preferred by customers…
…but we generate 3,500+ innovation ideas, 50% in
new spaces instead of translating existing applications
Customer
Net promoter score (NPS) highest amongst all
competitors in Auto segment (+23 vs. -24)…
…yet our account managers only get 35% of their time
in front of the customer
Commerce
Acetyl Chemistry drove results through asset
rationalization, and chain integration
…there are opportunities to value-price in EM due to
pricing remaining flat
Supply Chain Perfect order performance improved to 85%+...
…but we firefight 50% of orders to achieve that
performance
Growth While we have grown both bottom and top line…
…growth in Acetyl Chemistry has fallen below GDP
growth rate and EM growth is behind Vision 2016
targets
M&A
Balance sheet in a much better position today to
pursue M&A opportunities to achieve EBIT targets…
…we have little recent M&A deal and integration
experience, a critical capability to achieve success
Culture
Culture is evolving to one with balanced values,
customer focus, and delivery…
…but a lack of clarity on roles and responsibilities a big
challenge, and we must develop key capabilities to
succeed
10/5/2015 10
11. How we work together
Key skills & abilities required to make it happen
Key elements of execution that unlock value
A Winning Culture enables us to successfully execute our strategy
The choices we make to deliver value Strategy 2.0 Development
Clear direction on which markets we will target
and how we will create value
Business will continue to refine the strategy
Vision 2016
Created longer term vision in 2012
Set goals, snagged low hanging fruit
Strategy DefinedAdapted from Playing to Win: How Strategy Really Works by AG Lafley
Setting the course for the organization
C E L AN E S E V I S I O N
W H E R E W E P L AY
H O W W E W I N
K E Y C APA B I L I T I E S
O P E R AT I N G M O D E L
Strategy 2.0 Development
Ensuring what needs to get done actually gets
done through human systems
While the strategy continues to develop,
provide a nimble operating model to adjust to
market direction
12. Skills and abilities required to achieve imperatives
Critical capabilities required to substantially push profitability
► Commerce (e.g., pricing, negotiation, contracting)
► Prioritization (e.g., product portfolio management, time with customer)
► Productivity (continuous improvement mindset across all areas)
Key capabilities that drive value must be ingrained in the culture
13. C E L AN E S E O P E R AT I N G M O D E L R E D E S I G N
Two value equations
Materials Acetyl Chemistry
Region (POC, Asia)
Function alignment
Technology
& Innovation
Sales Supply Chain
Role of
center
Our operating model
14. Four steps to deploying an operating model:
► Identify the key decisions that create value and the processes in
which they reside (the “What”)
► Clarify the roles and interfaces across the business (the “Who”)
► Define the decision rights (“Who, What, and When”)
► Create the forums to make those decisions (the “How”)
Clearly defined operating models enable speed
through systematic decision making
Reminder: Deploying an Operating Model
15. SIPOC will be evaluated for each critical
cross-functional process
S I P O C
Suppliers
The provider of
inputs to your
process
Inputs
Materials,
resources or
data required
to execute your
process
Process
A structured set of
activities that
transform a set of
inputs into specified
value to customers
and stakeholders
Outputs
The products
or services that
result from the
process
Customers
The recipient of
the process
output
Start End
5-7 major steps
As part of the process, we will need to set up
decision-making forums
16. Example Success (Role) Profile:
Portfolio Development and Pipeline Vice President
• Create and implement process to cut, prioritize and focus pipeline
projects including facilitating project prioritization, resource allocation
and project approval decision-making
• Develop tools, reporting/dashboards to provide portfolio visibility to key
relationship partners
• Create a roadmap to provide forward looking guidance on future
launches
• Focal point and leader of overall EM pipeline: platform programs, new
applications, translations, raw materials swaps, new formulations
• Provide oversight for the portfolio review process and communicate
back to all stakeholders on progress of product launches,
recommended additions and cut programs
• Work closely with Sales, Marketing, the P&L leader and Technology &
Innovation team members to provide input and assist with prioritization
of customer-driven product and application solutions aligned with
Celanese, segment, and customer strategies
• Pushes for launches to meet a quarterly expectation for an internal and
external view
• Drive the EM pipeline and platform
through strategic planning,
analytics, rationalization,
prioritization and launch:
• Work with key stakeholders to
provide a holistic view of current
launches and timeframe
• Provide oversight for the
portfolio review process
• Ensure resources are utilized
effectively and efficiently to
drive increased profitability
• Lead the overall EM pipeline
Purpose Key Activities
Key Abilities
• Ability to successfully lead across
organizational boundaries, including
strong relationship management skills
• Has courage to lean in and focus on near
term value and sacrifice programs that
don’t deliver according to business
strategy
• Key Competencies: Managerial
Courage, Motivating Others, Negotiating,
Process Management, Developing Direct
Reports and Others
Outputs
• Delivers $50MM annually in Variable
Margin from new launches
Key Relationships
Portfolio
Development
& Pipeline
Director
Sales/
SegmentsManufacturing
P&L Leaders/
Marketing
Technology &
Innovation
KPIs
• # of commercialized projects in
aggregate and vs. plan
• Volume, rev., & margin vs. plan
• Innovation spend
• Innovation returns
• Pipeline size and quality
Key Decision Authorities / Responsibilities
Decide to initiate projects (Gate 0) A
Decide Program Mgr. staffing R
Decide go/no go for projects at Gate 1,2 etc A
Decide to launch projects A
17. RACI is a critical tool for clarifying
decision rights
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Responsible
R
Consulted
Consulted
Consulted
IA
Accountable
C
Informed
18. R
A
C
I
Responsible for activity or process
• Directly executing or overseeing process
• Responsible for obtaining approval,
involving and obtaining support from
“consulted” roles, and inform all “informed”
Consulted for information or expertise
during execution
• Must be consulted before decision is made
• Have an Advisor role, i.e. is required to provide
input and expertise
• Supports the responsible in executing the
activity when needed
• Do not hold veto right over the decision, but is
informed of outcomes
Accountable / Approval authority for
activity or process
• Provide final sign-off before action is taken
• Holds accountability for the overall decision
made
Informed of the process and outcome
• Must be informed after decision is made
• Requires transparency into the process and
outcomes in order to be effective
18
Clarifying decision rights and accountabilities
19. MFG Leader
Lead Planner
Participants
Objectives Inputs
Outputs / Decisions / Actions
Project prioritization meeting
“4-blocker” Frequency: Daily
CTO
EM GM
Selected P&L
Leaders
• Review status of closes planned for the week
• Close unresolved issues from previous daily meeting
• Evaluate new projects added since previous daily
meeting
• Provide a brief open forum to discuss any outstanding
issues
• Status updates
- On track vs. off track
- PO attainment
• Project proposal
- Project value (Volume, Sales Price, Manufacturing Cost,
Development Cost)
- Timing
- Key issues – technical, IP, quality, etc.
- Strategic rationale (alternatives)
- Business/platform impact
- Likelihood of commercial success (e.g. customer commitment)
• Prioritized projects for development identified
• Agreed on development plan for prioritized projects
- Resources needed (technical and commercial)
- Path to market
• Resource allocations/reallocations (as needed)
• Identify open issues to be discussed at the next
meeting and actions to close
Portfolio
Manager
Commercial
Leader
20. What Is HR’s Purpose?
Every person and organization on the planet knows
what they do. Some know how they do it…but very
few know WHY they do what they do.
WHY does your organization exist?
WHY should anyone care?
Simon Sinek
Leadership Expert
Author - Start With Why
21. The “WHY” Can Make Good Organizations
Great
HOWWHATWHY
Execution
Bringing it
to Life
Equity
Our Promise to
Our Clients
Purpose
Why HR Exists
22. The “WHY” Can Make Good Organizations
Great
HOWWHATWHY
Execution
Simple, elegant process
Best place to work
Collaboration &
accountability
Equity
A purpose driven,
engaged
organization
Purpose
To ensure the vision
and strategy of the
business is executed
24. The Strategic HR Pillars
• Managers utilize process improvement tools & project
management
• Decision Support: Productivity metrics & optimal resources
• Disciplined growth - Assess and plan required demand based on
business needs
• Build capabilities in the appropriate timeframe to meet need
• Factor globalization & functional interdependencies into planning
‘Smart’ Growth
25. 25
The Strategic HR Pillars
• Real workforce planning; thoughtful about internal/external mix
• Effective assimilation & integration of staff
• Focus on both hiring and development
• Measuring quality of our talent
• Integrated strategies and processes for acquiring, developing,
and placing talent
Full Talent
Pipeline
26. 26
The Strategic HR Pillars
• Significant performance differentiation
• Total Rewards strategy
• Leader led alignment and focused action
• Career value proposition is clear
• Clear alignment between strategy and
functional/individual goals
Employee
Mobilization
27. 27
The Strategic HR Pillars
• All associates know why the organization exists
• Newcomers/ tenured staff establish desired culture together
• Debate, shape and articulate desired culture
• Assess/evaluate current culture and confront discrepancies
• Develop and implement plan/actions to close gaps
Purpose Driven
Culture
28. Talent Acquisition Case Study #1
► Identify key capabilities (Commerce, Prioritization, Productivity)
► Operating model changes, headwinds driving turnover
‒ Some opt out
‒ Triple whammy in Germany
‒ Experience gap in China
► Talent Acquisition team as strategic workforce planning leader
‒ Hiring ahead of anticipated attrition
‒ Creating region specific hiring models
‒ Capability assessment design and execution
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29. Hiring/Capability Assessment
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Key Performance Indicators
Revenue trend: 1 2 3 Forecast accuracy: 1 2 3 Projects launched: 1 2 3
Account Management
Rate this Account Manager’s ability to execute each phase of the sales cycle described below.
Plan Discover Engage Close
1 2 3 1 2 3 1 2 3 1 2 3
Develops account plans for
all assigned customers
Gathers information about
customer/ company
background
Differentiates value
proposition
Understands internal
decision making channels
Works to understand
customer/business needs
Involves customer in
conversation
Identifies “pain points” and
responds to concerns
Quantifies impact of
customers problems
Creates interest to continue
dialogue
Articulates value proposition
of product/ application
Involves appropriate
stakeholders
Summarizes needs and
Celanese fit
Differentiates and maximizes
solution value
Gains agreement to move
conversation forward
Gains agreement that
solution meets customer’s
needs
Asks the customer for the
business
Finalizes steps to close and
contract
Protects value during the
contracting process
Obtains signed contract
Account Relationships
Choose one description of how this Account Manager is seen by his or her top accounts.
Partner Advisor Problem Solver Credible Source Vendor
Shared risk, shared
reward business
terms
High level of data,
systems and/or
operational
interdependence
Open access to
executive contacts
AM and customer co-
develop strategic
plans together
Value-based business
terms and conditions
Established track
record for delivering
strategic solutions
Access to C-Level
and/or Senior VP
executive contacts
Customer shares
strategic plans and
direction
Innovative and
creative solution
emphasis
Demonstrated ability
to solve operational
problems
Access to VP and
Director level contacts
Customer shares
information about
company initiatives
Focus on operational
solution value
Mostly Operational
Manager contacts
Customer shares info
on departmental
projects
Price and cost-based
business terms
Focus on fit within
specific identified
needs
Mostly Procurement
department contacts
Customer provides
RFP/RFI/RFQ
30. Talent Acquisition Case Study #2
► Talent acquisition at Amgen is a competitive advantage
► New therapeutic area for Amgen in cardiology
► Huge clinical trial demand required MD’s across the globe
► Business assumption was “go get them!”
► Not so fast, my friend…
10/5/2015 30
31. Alternative strategy deployed
► Talent acquisition team scanned the market, realized demand
outstripped global supply
‒ Utilized industry contacts, agencies, and sourcing techniques to
ascertain global supply
‒ Directed business line on exploring alternative sourcing models
► Market knowledge led to alternatives
‒ ER docs have cardiology expertise, time
‒ Moonlighting retirees were highly effective
10/5/2015 31
32. Summary
► HR is responsible to ensure strategies are actually executed
through human systems
► Three strategies needed for business success: Business,
Workforce, HR
► Setting a strategy is easy – mobilizing an organization behind it is
the hard part
► An operating model is not an org structure
► Workforce planning is critical to creating capability and capturing
value
► Talent acquisition is on the front line of workforce planning
► Don’t forget – culture ties it all together!
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