sig 2008 winn dixie & supply staff v1
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Staffing for Tomorrow\'s Organization-how to successfully build strong teamsTRANSCRIPT
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Staffing for Tomorrow’s Sourcing Organization
Sourcing Interests Group May, 2008
Graham LearyVice President of Strategic Sourcing Winn-Dixie
Laura BeckerSenior Executive Recruiter SupplyStaff
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Presentation Agenda
Industry Staffing Challenges- Today’s Employment Demographics & Staffing Forecasts
- What This Means for Sourcing/Outsourcing Organizations
- Key Steps for Developing a Resource Strategy
- Talent Acquisition vs. Development
- Summary of Learning’s
Sourcing Organization Resource Strategies at Winn-Dixie- Company Overview
- Sourcing Organization
- Recruiting Challenges
- “The Recruiting Compass”
- Summary of Learning’s
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“The definition of a good presentation is one that has a good beginning and a good ending
– both preferably close together!”
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The Denali Group of Companies
“Helping Our Clients Transform Their Supply Chains Since 1996”
The Denali Group of companies includes:• Denali Consulting - Supply Chain
management consulting - Strategic Sourcing, Procurement Transformation, Logistics Optimization
• SupplyStaff - Supply Chain staffing and recruiting across all industries - both temp and direct hire services
• Denali Intelligence - Market Intelligence for Sourcing professionals - Web-based subscription service & custom research
Formed in 1996, our only focus is Strategic Supply Chain Management
Certified as a woman-owned business by WBENC
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Today’s Staffing Environment
“More than 25% of the working population will reach retirement age by 2010, resulting in a potential shortage of nearly 10 million workers.” (Inside Supply Management, March 2006, Avoiding the Labor Shortage)
“One fifth of this country’s large, established companies will be losing 40% or more of their top talent during the next five years. During the same period, the replacement pool of 35 to 44 year-olds will decline by 15%.” (Inside Supply Management, March 2006, Avoiding the Labor Shortage)
Even with continued procurement technology advances, projected employment needs for procurement professionals is expected to remain consistent (Monthly Labor Review, Nov 2007)
At the same time, employee commitment levels are also changing “The average corporate worker will change jobs at least 7 times during their career” (Mercer
HR Consulting) “Only 47% of Americans say they’re satisfied with their jobs, dropping for over 60% in a
similar survey 20 years ago” (Executive Board, 2007 Survey) Workers said they were dissatisfied with their workload, potential for growth, work/life
balance, performance review processes, and promotion policies in their jobs. (Executive Board, 2007 Survey)
“Failing to manage your company’s talent needs is the equivalent of failing to manage your supply chain. And yet the majority of employers have abysmal track records when it comes to finding and retaining talent” (Peter Cappelli, Wharton Management Professor)
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Additionally, Supply Chain Skill Requirements Continue to Change .. and Your Organization Needs to Adapt
New processes that didn’t exist 10-15 years ago- Strategic Sourcing- Supplier Development- Spend Management
New tools & technologies- Strategic Sourcing Suites- e-Sourcing Tools- Spend Analysis- Contract Development, Maintenance & Compliance Tools- Supplier Identification Solutions
Changing markets- Local to Regional to National to Global- Increased factors that drive market volatility
Higher expectations from Supply Chain organizations- The transition from transactional to strategic activities- Continued value contribution
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The Role of the Procurement Professional has Truly Become More Strategic in Nature
Str
ate
gic
Ta
ctic
al
2%
10%
10%
15%
43%
20%
4%
12%
17%
22%
30%
15%
6%
15%
22%
26%
20%
11%
Other
New Product & Process Mgmt
Supplier Development
Sourcing Strategy & Analysis
Materials Management
Transactional Buying
1997 20072002Source: Corporate Executive Board Research
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What Does This Mean for Your Sourcing Organization?
Keeping Your Best People
Recruiting New Talent
Effective strategies for retaining your best talent is the most important part!
Identify top performers
Understand what they need in terms of development, and create formal programs to respond
Work with your internal HR group to determine new skill requirements
Look beyond your industry
Partner with top Supply Chain university programs
Use temp-to-hire staffing models
If you don’t have a Resource Strategy to build your talent pool, you better develop one!!!
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Understanding Your Top Skills Requirements
Build and KnowYour Top 10
Skills
Build and KnowYour Top 10
Skills
Maintain SkillsThat Withstand
the Test of Time
Maintain SkillsThat Withstand
the Test of Time
Track BusinessChanges That
Cause a Shift in Skills
Track BusinessChanges That
Cause a Shift in Skills
Different companies may have different Strategic Sourcing skill requirements based on their unique business requirements;
however, core skills remain consistent across companies
Different companies may have different Strategic Sourcing skill requirements based on their unique business requirements;
however, core skills remain consistent across companies
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Top Core Strategic Sourcing Skills
Technical & Process
Creative & Strategic
Interpersonal & Relationship Management
Financial Analysis & Cost Modeling
Computer Literacy
Formal Problem Solving
Business Awareness / Market Analysis
Process Expertise (Spend Analysis, Strategic Sourcing, Procurement, Contract Management, etc.)
Process Mapping & Improvement
“Out of the Box” Thinking
Challenger of Status Quo
Conceptualization & Visualization
Strategic Thinking & User of Frameworks
Problem Solving
Facilitation & Meeting Management
Leadership, Guidance, & Team Building
Education, Ethics & Professionalism
Communication
Negotiations
Decision Making & Initiative
Marketing
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A Framework For Strategic Sourcing Skills Assessment & Transformation
Determine Desired
StrategicSkills
Determine Desired
StrategicSkills
Assess Organization’s
Skills
Assess Organization’s
Skills
Design & Implement
Skill Upgrade Program
Design & Implement
Skill Upgrade Program
Identify Gaps & Develop Upgrade
Strategy
Identify Gaps & Develop Upgrade
Strategy
• Determine list of organization’s desired skill sets• Define standards
for each skill set• Develop forecast
for resource requirements and associated skills
• Determine participants in the skills assessment process• Conduct assessment
- Interviews- Online testing- Case studies- Qualitative assessment of past performance
• Summarize results
• Identify skills gaps- Systematic
organizational gaps- Individual gaps
• Determine strategy for upgrading organization skills through combination of development & acquisition• Document specific
requirements to close gaps
• Create skills development plans
- Individual plans- Holistic
organizational plan• Determine
development / acquisition sources (internal/external) and approaches• Rollout & track
acquisition & development programs
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Once the Skills Gap is Identified, Develop a Plan To Close It
Develop Talent & Org Strategy
Talent Acquisitio
n
Talent Developm
ent
OrganizationalRedesign
• Determine the number of people you need to hire• Gain agreement on the skills sets you want in those
people• Develop the process for recruiting, screening and hiring• Ensure you also focus on retaining your best people
• Create and institutionalize a Knowledge Management program
• Develop organizational and individual development plans• Incorporate other supply chain education and
professional development• Develop exit strategies for those not able to transform
• Gain understanding of trends and best practice sourcing organizational designs
• Develop fit-for-purpose design for your enterprise• Ensure alignment of business goals, objectives, and
processes
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Keeping Your Best People
1. Challenging Work
2. Salary
3. Benefits
4. Life/Work Balance
5. Advancement Opportunities
6. Company Culture
7. Management Team
Job Attributes That Supply Chain Professionals Value The Most *
* Source: SupplyStaff Survey of Supply Chain Professionals
Strategies• Keep your team’s work
challenging• Structure your department
to nurture highly-skilled candidates
• Target your compensation to be 10-20% above industry average
• Encourage and allow balance between work and life
• Develop mentoring programs that encourage advancement
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Recruiting New Talent
Work with your internal HR group to ensure that they’re aware of your new skill requirements
Look outside of your industry, and focus on the core skills
Utilize multi-dimensional interviews that focus on your new desired skills- Face-to-face interviews- Case studies- Testing- References / Background checks
Work with top ranked Supply Chain university programs to offer internships/co-ops
Utilize temp-to-hire staffing options to try new talent before making longer term commitments
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Summary
Realize that the demand for suitably qualified procurement professionals is on the rise, making the job of retention and recruiting that much more difficult
Understand and document the skills required for your organization
Assess your current organization to:- Determine gaps between the current and desired skill sets- Understand who your top performers are
Create a formal strategy for enhancing sourcing skills in your organization, either through creative acquisition or skills development activities
Develop a formal strategy and program for retaining your best talent
Organize your Resource Strategy for success, and don’t wait!
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Company Overview
Sourcing Organization
Recruiting Challenges
“The Recruiting Compass”
Summary of Learning’s
Graham Leary – VP Strategic Sourcing, Winn-Dixie
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Winn-Dixie was founded in 1925
Currently operates 520 stores located in- Alabama- Florida- Georgia- Louisiana- Mississippi
52,000 associates
Sales $7B. Ranks 305 on the FORTUNE 500© List
Nasdaq (WINN)
Company Overview
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Company Overview
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Company Overview
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Company Overview
Sourcing Organization
Recruiting Challenges
“The Recruiting Compass”
Summary of Learning’s
Agenda
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Department history – Managed by consultants
Limited internal strategic sourcing expertise
90 day organization assessment………
Sourcing Organization
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Sourcing Organization
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Developed center-led organization plan
Execution within the business units
Started implementing systems and tools to:
- Gain transparency of spend
- Accelerate e-Sourcing
- Build spend management capability
Sourcing Organization
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Business Function Aligned Core Team With Key Support Roles
Sourcing Organization
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Plan aligned with SVP’s and CEO
Assessed talent requirements
Skill-set: strategic, analytical, excellent negotiators, process focused
Focusing recruiting on blend of talent from top Retailers, CPG firms, and Technology firms
Sourcing Organization
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Agenda
Company Overview
Sourcing Organization
Recruiting Challenges
“The Recruiting Compass”
Summary of Learning’s
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Expect to dedicate 20-50% of your time to staffing your organization
The Executive Juggling Act
Recruiting Challenges
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Agenda
Company Overview
Sourcing Organization
Recruiting Challenges
“The Recruiting Compass”
Summary of Learning’s
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TOP TALENT
-Attract- -Develop--Retain-
InterviewProcess
Culture Fit
Diversity
Timing
Offers
Specifications
Recruiters
The Recruiting Compass
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Develop great position specifications
Develop a partnership with 1-2 recruiting firms- Consider a High / Low approach
The Recruiting Compass
Specifications and Recruiters
Specifications and Recruiters
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Schedule interviews- Candidate interviews in close proximity- Be organized - create a great impression from day 1
Develop a strategic interview plan- Communicate position requirements to interviewers- Examine skills. Energize / Market. Gain the H.R basics
Post interview- Standard evaluation tools and roundtable debrief
session- Deliver instant candidate feedback
The Recruiting Compass
Interview ProcessInterview Process
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Explain your vision
Be ready to articulate your company’s:- Business strategy and key financial metrics- Cultural dynamics- Policies- Career opportunities
Hire adaptable people
The Recruiting Compass
Culture Fit & DiversityCulture Fit & Diversity
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Provide feedback immediately via Recruiter- A “sound-bite” is better than “no-bite”- Focus on candidates positives- Keep candidates “warm”
Know the market, and know early-on what can realistically be offered
Target completing process in 45 days
The Recruiting Compass
Timing & OffersTiming & Offers
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Agenda
Company Overview
Sourcing Organization
Recruiting Challenges
“The Recruiting Compass”
Summary of Learning’s
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Lead the recruiting process
Partner with H.R, but avoid outsourcing to H.R
Hands on every-day (20-50% of time)
Use contractors and external resources to bridge organization gaps
Take your time to hire the right team
Develop your own Compass
Great People Are Available
Summary of Learning’s
