176452000007df.filename.sourcing and retaining talent arm strong, chandler, richmond

8/3/2019 176452000007DF.filename.sourcing and Retaining Talent Arm Strong, Chandler, Richmond

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Supply ChainTalent ManagementLogistics Conference Orlando, FLJanuary 31st February 2nd


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Agenda

Sourcing Talent

- Leveraging Social Media - Summer Internship Program

Developing Talent

- Management Development

- Developing Talent

Retaining Talent - Retaining Supply Chain Talent


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Sourcing Talent

Nestle Purina PetCares use of SocialMedia


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UNLEASH YOUR POTENTIAL

Nestl Purina PetCare


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AGENDA

Company Overview

Where We Find College Candidates

Social Media/Networking

Recruiting Process at Nestl PurinaPetCare

Questions & Answers


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Where does Nestl Purina PetCare findcollege students?


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PresentOur Past

Applicant Pool

& 2007

www.Nestlejobs.comCareerbuilder

2006

Resume Database Mining nestlepurinacareers.com

2010

Experience.com

Indeed

Intern Inc.

Facebook

NACELink

Targeted Email Campaigns

Jobs In Pods

Pay Per Click Ads

YouTube

Twitter

LinkedIn

SimplyHired

Black Collegian

CareerAthletes

Diversity Working

SIFE


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Why Change To Social Networks?

LinkedIn & Facebook more popular than email

Social Networks continue to gain speed

Job Board usage decreasing

More Passive job seekers

70% of the population

Generation Y & Z

Historical trends indicate increased turnoverwith economic recovery


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promoemails

paidads

9,944 page views1,279 fans3,310 Facebook links

194 followers

508 page views928 video views

991 email links

4,257 paid links

careers site traffic8/24/09-11/4/09

86,003

VS.8/25/08 11/5/08:49,378

2009 Results


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Leveraging Social Media

Facebook

Currently 1300 fans

Interact with our recruiters and ask questions

Apply directly from the page

Twitter

Currently almost 600 followers

Follow an interns experience

LinkedIN

Professional networking link with us for future opportunities

Mining candidates for hard-to-fill positions Purina has access to entire database

Started in January 2010 already filled 3 hard-to-fill positions


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2010 Goals

Continue to Grow Social Networking PlanContinue to Grow Social Networking Plan

-- Aftercollege.comAftercollege.com

Career AthletesCareer Athletes

LikeLike && DiggDigg buttonsbuttons

Optimize Careers SiteOptimize Careers Site

Better placement on Google, Yahoo etc.Better placement on Google, Yahoo etc.


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Future Trends

By 2012

Number of people reading/listening to: Blogs at least one x a month = 145 million.

Podcasts increase 251%.

Online video consumers increase to 88% ofInternet users.

By 2013

Visitors to social networks at least once a

month projected to increase to 115 million.


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Recruiting Process

Explore and apply online at www.nestlepurinacareers.com

Application received: Recruiter reviews and determines whether or not to continue

If not selected receive an email informing that they were not selected for thatopportunity.

Phone interview Resume review and Behavior Based Interview Questions.

Face to Face interview: Invited to our corporate headquarters in St. Louis or Manufacturing Plant

Top candidates Receive a Verbal Offer

Written offer will be mailed to you.

All offers are contingent upon background checks and pre-employment drugscreens.
http://www.nestlepurinacareers.com/http://www.nestlepurinacareers.com/


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Sourcing Talent (Contd)

Summer Internship Program


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6 Northeastern States

128 Stores30 90K sq ftSchenectady HQ25,000 employees


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Program is 10 years old

10-12 week program for college students

Project based positions

Meaningful work provided good ROI Program is used as a pipeline for future hires

This Summer (2011): 25 Summer Interns



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Committee of Interns help coordinate activities tobuild the intern social network

Coordinated Calendar of Events

Lunch and Learns with Executives Social Activities

End of the Summer

Presentations

Share experiences

Make friends



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Across all areas of the business Warehousing, Procurement, Inventory Management Real Estate & Engineering Retail Operations Pricing, PR, Marketing & Merchandising Loss Prevention, HR, Finance

Examples:

Major Project DescriptionIT Store inventory query systemOperations Validated new ERP systems forecast

English Edited articles for monthly news magazineMarketing SKU Rationalization effort



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Okechikere Ekeada Graduating from Rochester Institute of Technology

with a BS in Industrial and Systems Engineering Born and raised in Nigeria. Moved to USA when 15 Developed and inbound process map for the DC

Will return after education is complete

Lauren Mausert Hartwick College Jr. - Economics and Political Science Former Front End, Pharmacy and Produce associate Reduced Wrap Expense in our stores Hopes to be a Summer Intern again in 2011



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Developing Talent

Nestle Purina PetCares Supply ChainManagement Development Program


Supply Chain Management Development Program


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Supply Chain Management Development ProgramObjectives

Obtain a comprehensive understanding of the NPPCProducts Supply & Supply Chain processes.

Acquire an in-depth understanding of each functional areawithin those processes

Learn how the functional areas of

Factory Operations and Logistics,ORM, Corporate Logistics, andCustomer Development Group work

collectively to meet and exceedcustomer expectations while stillachieving individual functional KPIs.


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Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

Factory Training (Training Report)

Factory Logistics-specificTraining

(Whse. In-bound Materials,Transp. & Customer Service)

ORM

Training

Purchasing &Logistics:

Procurement,Operations

Planning,Transportation

&Warehousing

CDGTeam

Training

Phase I Main Plant Training Report (6 months)

Phase II Factory Logistics-specific Training (4 months)Phase III St. Louis Headquarters ( 5 months) to include:Order & Revenue Management (1 mo)Purchasing & Logistics (2 mo)Customer Development Group (2 mo)

Total Time 15 months

Phase I Phase II Phase III

Training Timeline


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Phase 1& 2 : Factory Training

Phase 1 (7 months) Learn and develop a strong base of knowledge of all operating

departments from ingredient receiving through manufacturing anddistribution

Acquisition of knowledge of organizations structure and processes Complete management level assignments. Detailed training reports required

Phase 2 (3 months) 11 weeks of specific Logistics training including supervision in

Warehouse, Materials Handling, & Transportation Complete several process improvement projects Projects provide hands on experience, training, in-depth

understanding in department connectivity Detailed training reports required

Phase 3: ORM Corporate Logistics & Purchasing


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Phase 3: ORM, Corporate Logistics & Purchasing,Customer Development Group ( St. Louis)

ORM (Customer Service) Orientation & Training (1 months) Learn and develop a strong base of knowledge in the order to cash

process, as well as all Customer Service activities

Work directly with a specific business team Corporate Logistics & Purchasing Orientation & Training (2 months)

Provides a basic understanding of the four functional areas, Purchasing,Demand Planning, Transportation, and Warehousing

Completion of process improvement projects

CDG Customer Team Orientation & Training (2 months) Training and exposure to Customer Facing activities in CDG

(Customer Development Group) Supply Chain strategies, structure, andresponsibilities.

Product Supply Excellence Customer and Sales interface Project assignment and completion


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Cross-Divisional Career Pathing

CDGSupply Chain

Analyst

Customer

Supply ChainManager

ManufacturingLogisticsAssistant

Asst LogisticsManager

Transportation or

WarehouseManager

Logistics Manager

Purchasing &

LogisticsTransportation

Assistant

Transportation orPurchasing Analyst

CorporateLogistics

Manager

Intern Program (Optional)

Supply Chain Trainee (15 months)

Advanced Supply Chain


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Advanced Supply ChainEducation and Development

ObjectiveCreate a path for Supply Chain personnel to advance their

career objectives and meet their personal goals of achievinggreater learning and expertise.

St. Louis UniversitySupply Chain Management Certificate ProgramAdvanced Supply Chain Certificate Management Program

APICS (Advancing Productivity, Innovation, and Competitive Success)Certified Production & Inventory Management (CPIM)

Certified Supply Chain Professional (CSCP)


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Developing Talent

The bridge between Developing and RetainingTalent


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Campbells LogisticsOperations Manager

Quality Journey

Amy RichmondSr. Manager Human Resources

About a Year Ago


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About a Year Ago

Approach

Aligned our resources on the biggest ROI Collectively determined focus areas

Competency ModelsCompetency Models

Mentoring ProgramsMentoring Programs

Training ClassesTraining Classes

Rotational ProgramsRotational Programs

Internship ProgramsInternship Programs

Team BuildingTeam Building

CareerCareer PathingPathing

CompensationCompensationSuccession PlanningSuccession Planning

On boardingOn boarding

Individual DevelopmentIndividual Development

PlansPlans

WorkWork--Life Balance ProgramsLife Balance Programs

Engagement ActivitiesEngagement Activities

Performance MgmtPerformance Mgmt

Recruiting & SelectionRecruiting & Selection

Manager Quality Focused on Two Levels Organizational

Individual

How Did We Approach the Organizational Level?


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How Did We Approach the Organizational Level?

A cross-functional Logistics Operations leadedership team Identified, defined, and aligned to the competencies necessary to be

effective logistics managers e.g.: Conflict management, Communication, Business Acumen, etc.

We kept it simple!

Conducted a competency assessment for all managers of people

Analyzed data to identify areas with the greatest development needs

Developing Others Building Teams

How Did We Develop At The Organizational Level?


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How Did We Develop At The Organizational Level?

Managers of people attended 8 hours of classroomtraining dedicated to:

Coaching Others

Developing Direct Reports

Managers were required to conduct individualdevelopment discussions twice a year with employeesand create specialized individual development plans

Developing Others

Building Teams

Managers were asked to lead action planning sessionsusing the results of their Gallup survey (climate sensing)

Managers were trained and required to apply theuniform approach to behavioral interviewing

Managers were asked to lead diversity and inclusionactivities with their teams

How Did We Approach the Individual Level?


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How Did We Approach the Individual Level?

Leveraged individual performance assessments Solicited performance feedback (focused on leadership) from the cross

functional logistics operations leadership team

Conducted manager quality surveys for all managers with 5+ direct reports

Performed 360 degree feedback surveys for specific managers

How Did We Develop At Individual Level?


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How Did We Develop At Individual Level?

Required all managers of people to create managerquality plans focused on becoming an effectivemanager

Leveraged the results of Gallup Manager Quality surveys and360 surveys

Facilitated discussions with our managers teams to identify

areas of improvement (STOP, START, CONTINUE exercises)

Offered additional training programs to addressindividual needs (ex. presentation skills, strategicthinking, etc.)

Partnered individual managers with mentors to coachon specific developmental areas

Identified special projects and stretch assignments tocreate on-the-job training opportunities

l


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Retaining Talent

Smucker - Retaining Supply Chain Talent

The J.M. Smucker Company


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The J. M. Smucker CompanyRetaining Talent

in the Supply ChainDenny Armstrong



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Agenda

Heard about attracting employees

Heard about developing employees

Share our experience in retaining employees

More importantlyhow do we really

engage employees?



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Top Drivers of Attraction

*Source: Towers Watson 2010 Global Workforce Study Global**Source: Towers Watson Normative Database Global

Attraction Drivers*

Competitive base pay

Challenging work

Convenient work location

Career advancement opportunities

Vacation/paid time off

Organizations reputation as good employer

Flexible schedule

Learning and development opportunities

Competitive benefits

Organizations financial health



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Challenges Facing Supply Chain

Employees Global economic downturn

More complex and longer supply networks Outsourcing vs. in-sourcing

Lean manufacturing and just-in-time inventory

Increased risk on many fronts Cost reducing pressure

Green supply chain (farm-to-fork)

Increased transparency Increased implementation of information

technology

Customization



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Given These Challenges

how can we retain and engage employees?

Its notabout:

More pay

More benefits

Its about providing:

A clear career path(hire for a career)

Career development

opportunities

A culture that supports

Personal growth

Where everyemployee makes adifference



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Top Drivers of Retention &

Engagement

*Source: Towers Watson 2010 Global Workforce Study Global**Source: Towers Watson Normative Database Global

Attraction Drivers* Retention Drivers** Engagement Drivers**

Competitive base pay Career development Leadership

Challenging work Leadership Image

Convenient work location Pay and rewards Career development

Career advancement opportunities Empowerment Empowerment

Vacation/paid time off Supervision Goals and objectives

Organizations reputation as

good employer

Stress, balance, and

workloadCustomer focus

Flexible schedule Performance appraisal Values

Learning and development

opportunitiesBenefits Strategy and direction

Competitive benefits Image Pay and rewards

Organizations financial health Operating efficiency Quality



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Career Development Internship Programs

Professional Skill Training

Talent Management System

Engagement Activities

Career Paths

Mentorship Programs

Succession Plans



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Focusing on Culture

Culture is a Strategic Issue

Training on Culture: 1,200 employees/65 sessions

Kepner-Tregoe Training: 400 employees/20 sessions

Manager Training : For all people managers


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Summary


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Summary

Talent Management, Sourcing, Developing,

Retaining

Time tested strategies for locating, hiring, training, and retaining talent in

the supply chain has changed quickly over the last several years. Thissession will provide a look at how several GMA and FMI companies are

dealing with the challenges surrounding people management as this newdecade begins. Learn why social medias are necessary for sourcingsupply chain talent. See how internships can be a proven method for fillingyour future personnel requirements. Discuss why development and in-depth training programs are necessary for building successful supply chain

careers. Learn how one company has implemented a program ofcontinuous people development beyond initial training. Finally, after all thatwork, learn how to keep your supply chain talent engaged, productive,fulfilled, and retained.

Speakers


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Speakers

Mark Chandler, VP, Supply Chain, Price Chopper Supermarkets

Denny Armstrong, SVP, Supply Chain Logistics & Operations Support, The J.M.

Smucker Co.

Amy Richmond, HR Manager, NA Supply Chain, Campbell Soup Co.

Brook Lashely, Manager, Sourcing Strategies, Nestle Purina PetCare John McKillop, Director Product Supply Excellence, Nestle Purina PetCare

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