building a case for talent that meets your business strategy- by sophie austin

© Wincanton plc 2016. All rights reserved

Building a case for talent that meets your overall business strategy:What does it look like internally and externally?

Sophie AustinApril 2016


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Agenda

• Business and Context• What did we do• How did we do it• Measuring success• The future


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Business ContextTransport

Cost-effective and scalable storage solutions that support business growth and drive continuous improvement

Services leveraging technology and strategic partnerships to improve supply chain performance through systems, infrastructure and operational delivery

Collaborative transport solutions that reduce costs, increase efficiencies and promote carbon savings

Transport Warehousing Supply chain

services

https://www.google.co.uk/imgres?imgurl&imgrefurl=http://www.polyvore.com/bank_fashion_pauls_boutique_logo/thing?id=17801702&h=0&w=0&tbnid=0WzJQ-cEZbWbnM&zoom=1&tbnh=225&tbnw=225&docid=-GF9MCGvSdPsLM&tbm=isch&ei=c5bHU971N4SV0QXWl4GQAg&ved=0CAgQsCUoAg

http://decanter.media.ipcdigital.co.uk/11150/000000eda/7efb/Pernod-Ricard.jpg

http://www.glistenltd.com/Halo_Foods/Home.aspx?id=5


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Business Context (2)

• No 2 in the UK & Ireland market

• Provides a complete records management service from creation to destruction

• Operating for customers in financial and professional services, public sector and not for profit.

Recordsmanagement

• Largest independent fleet maintenance and repair provider

• A leader in online grocery fleet repair and maintenance

• Focus on growth in fleet management services

Pullman

• No 2 in the UK market• Provides container

storage and inbound transport by road and rail to shipping lines, forwarders, retailers and manufacturers

• Sole provider agreements with B&Q and Sainsbury’s

Containers


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What was our objective?

To transform approach to talent management into strategic and business-led activity, to provide a robust talent pipeline aligned with our strategy and to deliver business priorities


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What did we do?

• Internally• Focus on a key business issue : establishing a

pipeline for General Manager role – critical‐ Internal promotion circa 75%‐ Small and competitive talent pool‐ Inadequate pipeline and no clear development

pathway‐ No clear model of excellence


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The birth of ‘Accelerate’

• Defined model of excellence

• Customer engagement• Internal and external• Involvement throughout• Strengthening

relationship• Proof of capability –

current and future


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The results?

• Clear model of excellence for General Manager role and aligned, tailored development

• Retention of key talent• Creation of value (top line growth and

cost savings)• A robust leadership pipeline for key role• Development of capability (individual and

org)• Colleague and customer engagement


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Formal and Informal

• Formal• Programme of learning interventions• Qualification (ILM level 5 Management and Leadership)• Selection process, feedback and development plan• Key element of our talent framework

• Informal• Visibility• Buddying / mentoring• ‘Real’ business projects• Transfer of practice• Networking


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What did we do?

• Externally ……..• Focussed on our

external talent pipeline of the future‐ Competitive industry


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Future leaders

• Creating the talent pipeline of the future• Future leader

programme• Novus Trust• Schools

engagement programme


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The results?

• Novus Trust• Strategic partnership with academia• Customer engagement and point of difference• Building a talent pipeline for the business and wider

industry• Promotion of the industry and careers in logistics• Development of our people• Building capability and broader skills base


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Formal and Informal

• Formal• Novus degree and programme of learning interventions and industry

and commercial qualifications

• Informal• Visibility• Buddying / mentoring• Industry placements• Industry promotion and raising awareness• Customer engagement


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Measurement and results

• Internally• Talent review process and governance• Engagement survey

‐ results up by 11%• Talent scorecard

‐ Internal promotions‐ Recruitment into key roles‐ Increasing diversity‐ Number of future leader appointments

• Externally• Long game …… green shoots!• Increasing student numbers


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Reflections

• Key to success:• Do it the way it works for your business

‐ Start with a key business issue / burning platform• Customer engagement

‐ Difference was real customer experience• Business engagement – broadest sense

‐ Design and delivery‐ Development opportunities


Thank you

building a case for talent that meets your business strategy- by sophie austin

Recruiting & HR