developing talent solutions strategy aligned with business strategies

Developing Talent Solutions Strategy

Aligned with Business Strategies

“Serving as the Tip of the Spear”

J. Craig Mundy

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Introduction

• Vice President, Human Resources – Climate Solutions

Ingersoll Rand Company

• Prior experience:

– P&G (Gillette):

HR Leader, Duracell Global Business Unit

HR Leader, Gillette Global Technical & Manufacturing

HR Leader, Duracell Global Technical & Manufacturing

– Schlumbeger Industries:

HR Leader, North American Service Centers

General Manager, Construction Services

HR Leader, North American Product Centers

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Today’s Business Realities

Sound Familiar?

• Financial market pressure for operational excellence,

innovation, market expansion/adjacencies and emerging market

growth

• Market health slowly returning in mature markets ~ growth

opportunities rest outside of U.S. and Western Europe

• New type of leadership is required ~ global, open, innovative,

mix of strategic and execution skills

• Businesses are doing more with less ~ including talent

• Difficult decisions are made every day compromising jobs,

talent, alignment and engagement

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Ingersoll Rand ~ Climate Solutions Story

What We Will Cover Today

• Who we are and what we do

• Key strategies and how Talent Solutions directly ties to our

growth and operational excellence

• What we are doing to make Talent Solutions

– Core business strategy / imperative ~ part of our True North

AND

– Sustainable business process to drive measurable results

• Comments, questions ~ and suggestions

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Keeping food fresh around the world

Leading the world intransport temperature

control

Making buildings work better for life

Ingersoll Rand

Climate Solutions: Who We Are

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Climate Solutions:

Strategic Priorities

Globalization andOperational Excellence

Accelerated Global Services

Growth through Innovation

Employee Engagement

Winning Culture

Channel development

Localization

Productivity

Safety

Quality

Aftermarket service and parts

Controls, turnkey and performance contracting

Energy management

Intelligent services

Customer-driven innovation

Open innovation

Vertical market solutions

Integrated systems

Sustainability

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Climate Solutions:

Strategic Priorities Scorecard “200”

Operational Excellence

Accelerated Global Services

Growth in Emerging Markets

Employee Engagement “Winning Culture”

Growth through Innovation

70

50

50

25

5

200

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Talent Solutions

Tip of the Spear Concept

Business Needs Talent SolutionsCapability Gaps

Implications of not delivering ~ stakes are incredibly high

• Risk missing financial commitments ~ “we sell people in a services business”

• Risk not having accurate data ~ “how can we forecast growth without this

information?”

• Risk credibility with C-level ~ “damn HR people can’t even get basic information

about people right?”

• Risk losing the right to steer primary business strategy, direction of the company

and serve as a trusted partner

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What I actually said to CS Leadership Team to Convince Them of Importance

• Ability to attract, develop, retain top talent with the right skills (especially in

high growth markets) is critical to delivering on our ambitious goals

– $12B+ sector with 50% growth from services and 50% growth from outside North America

• People are our greatest enabler of success – must stop “managing talent”

• Planning workforce needs for the future:

– Determining our strategic gaps

– Identifying the best talent

– Keeping them engaged

• Creating standard practices and processes, deploying systems that are

consistent globally (rather than regionally) and will:

– Increase our ability to predict our workforce needs

– Accelerate the speed of identifying candidates internally and externally

– Quickly assimilate people into new roles and shorten time to being fully productive

– Retain and engage our people

Deliver the right talent at the right time and places based on global growth

and need – without productivity loss or unnecessary business cost

Climate Solutions: True North

Making the Business Case for Talent Solutions

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Vision

More Of Less Of

• Recognizing employees

•More development plans

•Allowing employees to fail fast

(embracing risk taking behavior)

•Manager/employee

empowerment

•Leading boldly

•Managers are better talent

stewards

•Employees having fun

•Innovative ideas feeding the

pipeline

•Trust

•Pride in the organization

•Employee advocacy of IR

•Transparency

•More work prioritization

(Operational Excellence)

•Communication

• Top down management

•Less centralization of decision-

making

•Unsafe work behaviors

•Medical claims

•Dysfunctional turnover

•Absenteeism

•Overburdening our employees

•Non-valued added work

•Feeling guilty

•Feeling unappreciated

Behaviors

Making A Vision Actionable

Actions/

Behaviors

Vision

Mindset

Mindset

• Ingersoll Rand is fueled by highly engaged

people whose outstanding performance

contributes to the company’s market

competitiveness.

•Senior leaders laugh and speak from the

heart.

•We have a culture that supports retention

and engagement.

•We empower the business leaders to run

their businesses through expectation setting

and accountability.

•We have a risk-taking, innovative mindset

•Talent Stewardship is a core competency of

our people managers.

•Our employees are competitively rewarded

and recognized for their contributions.

•We embrace fun in the workplace.

•Relentless two-way communication.

•Employees are empowered to balance their

work and personal lives.


Talent Solutions Bull’s Eye Chart

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Workforce Planning

Talent Acquisition

Talent Development

Retention & Engagement

Key Performance Indicators

Determine

Deliver

Develop

Empower

Track


Talent Solutions Defined

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PROBLEMS - annoyances

What problems do we have getting the work

done?

•We say that engagement is important, but our

leaders don’t actively work to engage our

employees.

•New people managers are not given the skills

to be strong talent stewards.

•Managers do not feel empowered.

ROADBLOCKS – major issues/hindrances

What roadblocks seem insurmountable?

•Our culture is risk-averse and there is low

tolerance for failure.

•Recognition is not deemed as important.

•There is a lack of trust prevalent throughout

the organization (a two-way street).

POSSIBILITIES - ideas

What could we accomplish if we didn’t have

these?

•Better financial results

•Higher productivity with existing resources

•More innovative ideas

•We’d have loyal, proud employees who

promote the organization

•Less dysfunctional turnover

•We will attract and retain our key talent on the

team

•People will clamor to come work at Ingersoll

Rand

OPPORTUNITIES - actions

What’s the big opportunity?

•A workforce of highly engaged people whose

outstanding performance contributes to the

company’s market competitiveness.

•Leaders and managers who embrace

employee engagement concepts, actions, tools

and processes.

Climate Solutions: Talent Retention and Engagement

PRPO Template

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Maturity Path and Evaluation Forms

Key Learning: Present in the

Language of the Company

• Ingersoll Rand ~ Six Sigma, Lean Six

Sigma, Operational Excellence

• “The Language of Measurables” is

one that leaders can relate

– Maturity Path

– Evaluation Form

• Maturity path and measurable

evaluation form for:

– Talent stewardship

– Innovation

– Communication

– Recognition

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• Developing a Winning Culture is driven by

leadership

• Scarcity of talent resources, not challenging jobs

• Emerging markets looking for local leaders

• High growth businesses entering new markets

require new skills

• Engagement is a significant advantage

• Turnover of top talent expected to increase

in 2011

• Globalization of our business is requiring

stronger regional capabilities

• Demographic shifts happening across the

world


Business Challenge: Changing Leadership Needs

Climate Solutions – Current Leadership Pool

– 41% of top 130 roles have Ready Now

successors

– 38% in the North America

– 48% in Latin America

– 40% in EMEIA

– 20% in Asia Pacific

– 38% in Functional Roles

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• Understanding dynamic markets in different regions

• Managing virtually and across borders

• Ethical and moral decisions

• Cultural Differences

• Effective Team Leadership

• Humility – Openness to Learn

• Global Business Acumen

• Communications

• Work-Life balance


Top Challenges for Global Leaders

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Multi-Faceted Approach to Developing Leaders

Leaders to Make Most of Opportunities

Changing Objectives

Innovation Team Example

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Talent Stewardship ~ Core Leadership Accountability

Climate Solutions ~ Talent Stewardship Mantra

• Create an environment where every leader

engages and develops their employees, and

every employee is engaged in their own

development.

• For us to win, Talent Stewardship must be

integrated into how we do business.

• Our leaders must steward the talent

management process on-time and together with

their employees including:

– Goal setting with clear line of site to our mission

and vision

– Performance management and development plans

– Talent and organizational reviews, and succession

planning

• Because attracting, retaining and engaging

employees keeps us focused on what matters –

delivering business results and customer

satisfaction.

“It’s a goal. I don’t want to let my manager down. I want to

achieve that goal, and I want to keep moving forward

toward the plan we’ve laid out. So, it definitely gets me

more engaged, more involved.”

-Trane employee, North America

“They will create a lot of commitment with you and with

the company. You will be more committed with your job.

And, it will help you in your development.”

Hussmann employee, Latin America

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Climate Solutions: Engagement and Retention Toolkit

Leadership Begins with You!

Presented as Critical Business Strategy

• Section of broader site about business vision,

strategies and goals

• Integral portion of “business story” to change

perception of engagement

– Move from HR’s responsibility

– To “tip of the spear,” key strategy and

critical enabler of business success

Concept: Leadership Begins With You! Most important goal ~ engage and develop people ~

and engage people in their own development

Getting Leaders Started w/o

Embarrassment

• Actionable toolkit with training, tools and simple

step-by-step guidance: Assess your team,

Reconnect, Continue to engage

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Leader-Led Communications Strategy

Concept

• Because managers create engagement … engage managers (L3, L4)

• Empower them with communications tools, training, processes and

information (early and often) to engage employees

• Hold managers accountable for communicating with employees and for

communicating relentlessly within functions and sites

• Ask the CSLT to model behavior and to build credibility for the

engagement and communications processes

Employees relate locally and functionally first before engaging

with a region, business or enterprise –

align our communications with how employees want to be engaged

Caveat: Employees want to hear about vision, strategy, direction, progress against goals

and large scale changes directly from CSLT / business leaders

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Multi-Faceted Communications Strategy

Leadership Committed to Consistent Cadence ~

Engaging Managers / All-Employees

Leading by Example with Key Internal

Platforms and Plans by CS Leader

Leadership-Led Approach / Empowering Leaders to Own Messages, Change, Engagement

Supplemented by Direct-to-Employee Communications Around Strategies, Initiatives and Successes

Role-Specific Talent Stewardship

Communications Campaign

Multi-Media Two-Way

Engagement

Global News Strategy –

Delivering News in Local

Lanaguage

Questions

developing talent solutions strategy aligned with business strategies

Documents