Best Places To Work Symposium

Empowering Organizations to Empowering Organizations to

Achieve Extraordinary ResultsAchieve Extraordinary Results

Symposium: Becoming an

Employer of Choice

January 26, 2009

AM

Status on the Industry’s Challenge

Employer of Choice Framework

Case Study – Dawn Foods – Tom Harmon, President, Global

Human Resources

Luncheon Speaker – Bama Foods – (tbd)

Agenda

Luncheon Speaker – Bama Foods – (tbd)

PM

Case Study Implications

Case Study – Marriott – Joann Jackson, Vice President, Market

Diversity Effectiveness

Action Planning

Wrap-up

Copyright © 2009, Corporate Performance Strategies, All Rights Reserved

Objectives

• Identify the core characteristics to become employers

of choice

• Review the baking industry’s status, opportunities and

benefits to achieve the goal of becoming employers of

choice

3

choice

• Apply best practices to your own organizations

• Develop “call to action” for AIB and ABA to lead the

way in this transformation


Participation

Groundrules

4

Groundrules


• Your survey results themes

• Defining “An Employer of Choice”

• Integrating Millennials into the mix

Flow of Presentation


Your Survey Themes

Participant Survey Result Themes and

Discussion

TBD


My senior leaders believe that the time, effort, financial

investment required to become an employer of choice

will reap significant positive business results?

1 – Strongly Disagree1 – Strongly Disagree

2 – Disagree

3 – Neutral

4 – Agree

5 – Strongly Agree


Becoming an Employer of Choice

What does the research tell us about What does the research tell us about

becoming an employer of choice?


Business and Financial Benefits

•Great Place to Work Institute Research showed Top 100 companies –

- Receive more qualified applications for open positions

- Experience lower turnover

- Experience reductions in healthcare costs

- Enjoy higher levels of customer satisfaction and loyalty

- Foster greater innovation, creativity, and risk taking

- Have higher productivity and profitability

• Independent 2008 study (University of Central Missouri) of firm

performance for 100 Best Companies to Work For showed greater levels

of productivity and efficiency

•Corporate Leadership Council concluded that review of research

suggests that employee satisfaction correlates positively with shareholder

value

•And the list goes onC.. hundreds of studies over the past 15 years

demonstrating the economic benefits for pursuing this goal



What is “An Employer of Choice” in the Baking Industry?



•What outcomes do you seek?

•What key elements must be in place for your

business to transform into an employer of business to transform into an employer of

choice (i.e., What does success look like)?

•How will you know when you get there?


HANDLING COMPLAINTS



After 20 years of research, at the heart of our

definition of a great place to work – a place

where employees trust the people they work

for, have pride in what they do, and enjoy the for, have pride in what they do, and enjoy the

people they work with.

- Great Place to Work Institute


Dimensions of a Great Place to Work

Credibility – Meaningful management communication; soliciting

ideas; competent managers; integrity

Respect – Employees have resources to work; frequent

recognition of work; partnering with employees; highly

collaborative; work/life balance

Fairness – Sharing profits; equitable compensation; meritocracy

for rewards and promotions; eliminating discrimination; disputes

handled fairly

Pride – Employees take pride in the company, team and their jobs

Camaraderie – Employees enjoy being with others; celebration of

successes; peer recognition and assistanceSource - Great Place to Work Institute


High Performance Workplace Dimensions

Training and Continuous Learning – Highly effective training

and development programs with adequate support (i.e., funds,

time off, etc.)

Information Sharing – All directions, shared, information about

the business and relevant matters

Employee Participation – Involved, “owners,” able to initiate

actions, and suggestions encouraged and used

Proper Organizational Structure – Resource allocations, team-

based, and few layers of management

Sources – Department of Labor and Dr. Robert Prescott, Rollins College


High Performance Workplace Dimensions

Worker - Management Partnerships – Strong relationships with

management, joint decision-making, and open communications

Compensation Linked to Performance and Skills – Employees receive

rewards linked to the business results, equitable and competitive pay, and

flexible plans as needed

Employment Security – Open dialogue about plans for growth and

reductions, career planning, and employee development

Supportive Work Environment – Concern and actions toward the

employees and their families, diversity, and creating a sense of belonging

Sources – Department of Labor and Dr. Robert Prescott, Rollins College


Millennials

What about the Millennials?What about the Millennials?


Workforce Generations

Traditionalists Baby Boomers Generation X Millennial

Born Between 1900 - 1945 1946 - 1964 1965 - 1980 1981 - 2000

Estimated Population 48 million 76 million 50 million 80 – 90 million

Significant Milestones •Great Depression

•WW I and WW II

•Telephone

•Cold War

•Television

•Cold War Ends

•Technology

•Terrorism (Oklahoma

City, Columbine, 9/11)

•Wireless, Flat world

TV Families The Cleavers The Brady Bunch The Cosby’s The Simpsons

What they bring to Metal lunch box Leather briefcase Cell phone and lap top iPhoneWhat they bring to

work

Metal lunch box Leather briefcase Cell phone and lap top iPhone

Career Goals •Legacy careers

•Loyal to a fault

•One Company for life

•Stellar career

•Where am I headed?

•Portable career

•Portfolio of

transferable skills and

experiences

•Parallel career

•Multi-tasking, multi-

career paths

Managing Work/Life Support me in shifting

the balance

Help me balance

everyone else and find

meaning myself

Give me balance now,

not when I’m 65

Work isn’t everything;

flexibility to balance

my activities are

important

Workplace Feedback No news is good news Once a year with lots

of documentation

Sorry to interrupt, but

how am I doing?

Feedback whenever I

want it at a push of a

button

Source: When generations collide at work, L. Lancaster and D. Stillman


IT AIN’T WHAT YOU DON’T KNOW THAT

GETS YOU INTO TROUBLE. IT’S WHAT YOU

KNOW FOR SURE THAT JUST AIN’T SO.

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KNOW FOR SURE THAT JUST AIN’T SO.

- Mark Twain


Labor Shortage in 2010?

•Bureau of Labor Statistics projected 157mm workers and

167mm jobs in 2010 – 10mm worker shortfall

•More baby boomers leaving over the next 10 years

•Not enough Generation X workers

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•Not enough Generation X workers

•Up to American businesses to figure out how to deal with this

impending “Brain Drain” gap!


My senior leaders believe that if we show commitment

and generosity to employees by giving them what they

need, they will give back even more in commitment and

effort?

1 – Strongly Disagree

2 – Disagree

3 – Neutral

4 – Agree

5 – Strongly Agree


Myths vs. Reality

Myth: Generation Y lives in the moment and would rather play than work.

Fact: They’re most concerned about supporting themselves and their families,

saving enough money, finding/keeping a job and having career satisfaction.

Myth: Generation Y expects instant gratification.

Fact: They’re focused on the future and worried about funding their retirement.

Myth: This generation slacks off at work to take care of personal matters.

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Fact: 73 percent worry about balancing professional and personal obligations.

Myth: Generation Y workers can’t take direction.

Fact: They want frequent communications with the boss.

Myth: Generation Y employees have a sense of entitlement and don’t want to

pay their dues.

Fact: They expect to pay their dues quicker and in different ways.

Sources: Robert Half and Yahoo Study.


Attracting and Retaining Millennials

• Company Brand

•Social Communities

•Supervisory Skills

•Career Growth

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•Career Growth

•Rewards and Recognition

•Work Itself

•Technology

•Employee Development


Social Networking/Job Search Sites

- Source – Undergraduate students at Rollins College


Becoming the Employer of Choice

1. How do you create your “burning platform” for a compelling

case for change at your company?

2. What are the critical business needs/issues – turnover,

retirements, innovation, productivity, costs, etc.?

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3. What are the critical areas needing most attention –

recruiting, development, mentoring, training, work

processes, policies, structure, etc.?

4. What specific steps can you take to make significant

progress in 2009?


Becoming and Employer of Choice

26

WRAP-UP


DID YOU KNOW?


CASE STUDY

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CASE STUDY


Case Study Applications

•Answer questions individually – 10 minutes

•Small group discussion – 15 minutes

•Large group discussion – 10 minutes

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•Questions:1. Key learning points?2. How well will this fit with your company?3. What are the key implementation issues?4. What are the next steps you can take?5. What are implications for the baking industry?


Action Plans

•Top ideas for implementation that will move the industry forward

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•AIB and ABA have the network and influence to create positive changes


Becoming and Employer of Choice

31

WRAP-UP


APPENDIX

32



Credibility – Managers regularly communicate with employees

about the company’s direction and plans, and solicit their ideas;

managers are competent in handling people and material

resources; employees know how their work relates to the

company’s goals; integrity is key, as is walking the talk.

Respect – Providing employees with the equipment, resources

and training needed to do their jobs; appreciating good work and

extra effort; reaching out and making employees partners in the

company’s activities, fostering collaboration across departments;

having safe and healthy environments; work/life is a practice.

Source - Great Place to Work InstituteCopyright © 2009, Corporate Performance Strategies, All Rights Reserved


•Fairness – Economic success is shared equitably through

compensation and benefits programs; everybody receives

equitable opportunity for recognition; decisions on hiring and

promotions made impartially; the workplace tries to free itself from

discrimination; clear processes for appealing and adjudicating

disputes.disputes.

•Pride – Division between labor and management fades;

employees take pride in their jobs, team and their company.

•Camaraderie - Employees can be themselves at work; they

celebrate successes of their peers and cooperate with others

throughout the organization; they want to stay around for their

careers.

Source – Great Place to Work InstituteCopyright © 2009, Corporate Performance Strategies, All Rights Reserved

Attracting and Retaining Millennials

Company Brand – Millennial consumers want to be associated with great brands.

Build your brand by advertising and participating on job boards and other networks

(e.g., FaceBook, Jobster, MySpace, etc.), supporting the communities and

environment, leading by being values-based, and building your brand and image

with targeted public relations.

Social Communities – Enable and support the development of social networks.

Support participation in FaceBook and other groups, create lunchtime forums,

sponsor social outings, events after training sessions.

35Empowering Organizations to Achieve Extraordinary Results


sponsor social outings, events after training sessions.

Supervisory Skills – The best supervisors are flexible, open-minded, caring,

mentors, interpersonally savvy, coaches, and walk-the-talk. Train supervisors on

how people think, best ways to develop young people, providing timely and

effective feedback, and other skills outlined.

Career Growth – Paying dues recognized, but much shorter time horizon (1-3

years vs. 5-6 years). Enable people to grow their skills and careers – internal

career fairs, internal job board agents, rapid movement and promotion, clear paths

and assistance to goals, mentors, sponsors, and training.


Attracting and Retaining Millennial (Cont.)

Rewards and Recognition – Frequent recognition for work efforts, competitive

pay, excellent benefits, work/life balance.

Work itself – Meaningful work right from the start, flexible approaches to getting

work done, flexible schedules, job sharing, and other alternatives to create

challenge, meaning, and work/life balance.

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challenge, meaning, and work/life balance.

Technology – Latest technology, communications with technology, and other

support for this “assumed” part of the infrastructure.

Employee Development – Need to demonstrate skills development valued and

supported in many ways – programs, tuition reimbursement, professional

associations, multi-competency based, and stretch assignments.


About CPS

Corporate Performance Strategies

A Management Consulting Firm With A Primary Focus on Improving

Performance In Proven, Measurable Ways

• We provide consulting services that assist clients in achieving

organization, team and individual goals

• Our client commitment is underpinned by a focus on building high touch,

quality partnerships with a specific focus on human resource and

executive leadership effectiveness

• We were founded in 2001

• We are staffed by experienced HR and business leaders that have

demonstrated track records in key executive roles

37


Service Portfolios

Business ContinuityBusiness Continuity

� Succession Planning and Assessment� Complete Strategy to Ensure Continuity� Proven Techniques to Build Bench Strength� Approach Tailored to:

� Client’s strategies & culture� Client’s business requirements

� Assistance with Organizational Change� Business Scorecard (HR Metrics)� Facilitation

M&A SuccessM&A Success

� HR Due Diligence / Risk Assessment� Rapid HR Function Setup� Employee Communications� Talent Assessments� HR Transition Services� Vendor Identification and Negotiations� Key Employee Retention Assistance

� Facilitation

Leader/Team PerformanceLeader/Team Performance

� Leadership Performance Improvement

� Team Effectiveness

� Action Learning

� Executive Coaching

� Change Management

HR EffectivenessHR Effectiveness

� HR Audits

� Interim HR Leadership

� HR Service Delivery Transition/Transformation

� Performance Management

� Compensation Programs

� Key Employee Retention Assistance

38Copyright © 2009, Corporate Performance Strategies, All Rights Reserved

CPS Representative ClientsCPS Representative Clients

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CPS Contact Information

Corporate Performance Strategies, Inc.

1875 Old Alabama Road

Suite 520

Roswell, GA 30076

Main: 770-587-2265

www.cpstrat.com

40

www.cpstrat.com

Dave Brookmire – 404-593-5001, [email protected]


ABC Baking Company Case

Congratulations! You have been recommended by your manager to serve on an

advisory board for the ABC Baking Company. This company has requested help to

solve its severe problems of attracting and retaining key talent. ABC is a 40 year

old family-owned business. There are 250 employees at this location in North

Carolina. Growth in revenues has been steadily increasing over the past decade at

10% per year. This is a result of innovative product introductions. With increased

manufacturing facilities locating in the area, competition for talent, and economic

conditions, over the past 24 months, ABC has experienced very high turnover in

sales and production positions. It has become very difficult to attract applicants to

the company. Recently, the CFO developed the costs for turnover and the CEOthe company. Recently, the CFO developed the costs for turnover and the CEO

was astounded by these numbers. He went to his peers and asked for assistance

and experts in this area with three questions:

1. What key areas are most critical to increase the flow of qualified talent and

retention?

2. What do you want to know to diagnose if this company can become an

employer of choice?

3. What 2-3 actions would you advise the CEO to take over the next 12-24

months?


The Texas Acquisition Case

You are part of a task force appointed by the CEO of Bakers Choice, Inc., a national

manufacturing company. Your role is to assess the working environment and make

recommendations for changes of a recently acquired manufacturing facility employing 400

workers located in Texas. This facility is essential for the company to sustain the growth

projected in the southwestern U.S. The financials for the newly acquired company were very

impressive and a main reason for the decision to move forward with the acquisition. However,

competition and poor product innovation are creating declining projections for growth. The

culture of the company, based on the due diligence team was quite friendly, like a family

atmosphere. As Bakers Choice has learned since the acquisition 3 months ago, there is a

very high aging workforce, with long-tenured employees in key technical, supervisory and

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very high aging workforce, with long-tenured employees in key technical, supervisory and

management roles. The average tenure is 20+ years in these roles. Family members occupy

key leadership roles. Turnover rates are generally low, with the exception of employees in the

1-2 year tenure range, experiencing a 50%+ turnover rate.

The CEO has asked the task force to address the following areas:

1. What elements must be in place to ensure attraction and retention of new workers that

are applying and happen to be in the 20 – 25 year old range?

2. What advice would you give to ensure knowledge transfer to the new millennial workers?

3. What 2-3 specific actions do you recommend the CEO take to solve this business

continuity risk?


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