people performance profit
DESCRIPTION
Driving Performance through people alignment. Presentation made at the 2013 IATA WCS, Doha, Qatar.TRANSCRIPT
People Performance
Profits
Darryl Judd Chief Operating Officer
Align Workforce Strategies to Achieve Business Objec=ves
Why People Ma@er. Crea=ng Results.
Sustainability of Growth & Profits
Promote Employer Values
Good Corporate Ci=zen
Increased Shareholder Value
Success is driven by a limited number of key dynamics
Products Process People
The Process is just as important as the product
People alignment is cri=cal for sustainable long term growth
Employee Workplace Alignment
P P P Growth
People Performance Profit
"Alignment is the essence of management.” Fred Smith, FedEX
Workforce Alignment is the specific process of aligning employee goals with the overall organiza=onal strategy
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
What skills and capabili=es do we need now and in the future to meet our strategic goals?
WHAT’S NOW?
CONFIRM BUSINESS STRATEGY IMPLICATIONS
What changes in the World of Work will affect our ability to a@ract, retain and engage the workforce we need?
WHAT’S NEXT?
ALIGN ON WORKFORCE NEEDS & CAPABILITIES
Where are the biggest gaps and greatest risk that will impact the delivery of our business strategy?
WHAT DOES WINNING LOOK
LIKE?
CREATE A WORKFORCE STRATEGY
What prac=cal op=ons and choices are available to ensure we execute our workplace strategy?
WHAT ACTIONS WILL MAKE IT HAPPEN?
DEVELOP ACTION PLAN
How will we measure and assess risks in changing the workplace and how will we measure success?
HOW WILL WE MEASURE RISK &
SUCCESS?
EXECUTE MEASURE & REFINE
Accelerated Execu=on Strategy Crea=ng a workforce strategy is a process that must be grounded in business strategy
Source: Manpower
Case Study: Crea=ng compe==ve advantage through HR strategy
Define Value
Align HR Services
Deliver Value
An MNC’s ambi=ous growth strategy was based on aggressive acquisi=ons and improved customer reten=on. Over 2 years, however, it had been unable to significantly grow its customer base and share of wallet per customer.
ü Profit up 11% ü Increased employee
commitment by 18% ü Reduced employee
a@ri=on by 12% ü Increased workforce
diversity (including management) by 35%
ü Increased customer loyalty by 4%
ü Sales by up 4% ü Increased cross-‐
selling by 5% ü Award as an
“employer of choice” ü Achieved reten=on
targets for key execu=ves
Source: Deloi@e Touche Tohmatsu and the Economist Intelligence Unit, 2007.
Alignment is cri=cal for obtaining sustained results
A@rac=ng, recrui=ng and retaining individual talent is impera=ve
People & Performance Strategies turns talent into winning teams
Agile Workforce
Able to overcoming challenges
Singularly Focused Direc=on
Winning Environments need workplace alignment
Top to Bo@om & Across
Darryl Judd Chief Operating Officer
Melbourne � Sydney � Singapore � Shanghai � Hong Kong � Mumbai � Dubai
Logis=cs Execu=ve Group Suite 32,3 Church Street
#25-‐00 Samsung Hub Singapore 049483
Logis=csExecu=ve.Com DarrylJ@Logis=csExecu=ve.com
More Informa=on? Ques=ons?
Logistics Executive has studied workplace behavior and team dynamics in the Supply Chain and Logistics industry cross-culturally. For 14 years we have assisted multinational companies to develop people strategies, led talent attraction programs, defined and implemented business processes and provided expert consulting that has impacted organizations with positive business outcomes.