Copyright 2013 Corporate Performance Strategies, Inc. All rights reserved.
Supporting the Business Strategy with a Robust Leadership Pipeline
SHRM-Atlanta HR Conference April 2013
David Brookmire, Ph.D.
President, Corporate Performance Strategies Don Thriffiley, SPHR
SVP Human Resources, Flowers Foods
Agenda
• Talent Management Best Practices • Flowers Foods Case • Applications • Wrap-up
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How would you rate your talent management effectiveness?
1. Very ineffective 2. Ineffective 3. Competitive 4. Highly Effective 5. Best Practice
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How did leaders rate talent management effectiveness?
1. Very ineffective 2. Ineffective 3. Competitive 4. Highly Effective 5. Best Practice
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Talent Management Process
Phase I
Phase II
Phase III
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Business Alignment
• Linkage to business
• CEO and senior leader involvement
HR Functional Excellence
• Leadership Strategy
• Broadcasting competencies
• Multi-faceted talent assessments
• Rigorous management of talent
Implementation
• Multiple methods of leadership development
• Accountability
• Tracking key metrics
Phase I Phase II Phase III
Vision Become the
#1 Brand around the globe for specialty products.
Strategy Improve brand
recognition and execution.
Look for
acquisitions in areas to help diversify our
products.
Implement continuous
improvement in our manufacturing
facilities.
Upgrade our talent and build sufficient
bench strength.
Eliminate our long-term debt
requirements.
Invest in the infrastructure to support planned
growth.
Leadership Strategy
Leaders need to
develop M&A core competencies
Must create a culture
of continuous improvement
Accelerate the acquisition and development of
talent for key roles
Greater collaboration among leaders to
bring new initiatives to market faster
Need culture change to innovative vs. risk-
averse
HR Initiatives
Strategic Succession
plans, integrated
talent programs
Tactical Workforce planning and restructuring,
performance management, hi po training
Foundation Introduce new technology
platform, U.S. policies on talent movement, hire CLO
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Linking HR with the Business
CEO Involvement
How many days per year does your CEO spend in talent development?
• 0 - 2 days per year • 3 – 5 days per year • 6 – 9 days per year • 10 – 15 days per year • 16+ days per year year
Copyright 2013 Corporate Performance Strategies, Inc. All rights reserved.
7
Leadership Strategy
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Leadership Strategy
Quantity of leaders needed
Qualities desired in selection
Competencies needed to
implement the business strategy
& create the desired culture
Collective leadership capabilities
Desired leadership culture
Broadcast Competencies
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Teamwork
• Subordinates personal goals to those of the team.
• Actively participates in team activities.
• Supports, not competes, with team members.
• Willingly offers to help others without waiting to be asked.
• Shares credit with others.
• Identifies with the team and is proud to be known as a team member.
Multi-faceted Assessments
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Exce
eds
Expe
ctat
ions
M
eets
Ex
pect
atio
ns
Doe
s N
ot M
eet
Exp
ecta
tions
Leadership behaviors - the “How”
Rigorously Manage Performance
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Seasoned pros
Does Not Meet Expectations
Meets Expectations
Exceeds Expectations
Leadership issue / future
top-grading possibilities
Top talent
Top-grading priorities
How Leaders Develop
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Experience • Full job change • Job restructure based on
development needs
Exposure • Special projects and assignments
Feedback & Coaching
• 360 feedback and executive coaching • Coaching by a skilled manager
Education & Training
• Motivated self-development • Classroom training
Val
ue
CCL Research
Individual Leader
Effectiveness
Leading Effective Teams
Leading Effective
Organizations
Exposure and Assignments
Coaching
High Potential Development
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Senior Leader Accountability
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Promotable Seasoned Pro Hold in Place Too New Manage Out
Track Key Metrics
Results • 90+% of positions with strong back-ups
• 95+% retention of top performers
Process • Development plans in place for all leaders
• 100% of low performers on improvement plans
15
Copyright 2013 Corporate Performance Strategies, Inc. All rights reserved.
Flowers Foods Case Study
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Flowers Foods Overview
• Flowers Foods is the nation’s second largest baking company with proven growth strategies and a culture of excellence
• NYSE: FLO IPO 1968, NYSE since 1982 • Founded in 1919 • Headquartered in Thomasville, GA • 9,950 associates • 4,850 DSD territories with access to more than 70% of U.S.
population • 44 highly efficient bakeries • 2011 sales growth of 7.8% to $2.8B • Annualized sales of approximately $3B
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Background
• Flowers Foods has a long history and tradition of developing great leaders
• Demonstrated by our promote from within philosophy
• Needed to move from informal to a more formal leadership development process
• Growth requires a scalable and consistent process to continue our tradition of leadership development
• Used available leadership development processes and tools to help ensure success
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Evolution of Leadership Development in Flowers Foods
Launched leadership
development bench
process with Top Team
Launched leadership
development bench
process with Key
Executives
Launched program to
Plant Presidents and Vice
Presidents
Launched program to Department
Heads
Continued program to
High Potentials
and introduced technology
Talent Management
full automation strategy and
actions
2007 2008 2010 2011 2012 2013
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Aligning Succession Planning with Business Imperatives
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• Strategic Leadership • Achieving Results • Personal Leadership • Interpersonal Skills • Personal Capabilities • Team Effectiveness
Examples
Focus on the needs of retail customers
Develop brand strength and products that meet consumers’ and customers’ needs
Invest in facilities and people
Grow through acquisitions
Encourage an atmosphere that builds teamwork and embraces diversity
To increase the value of
the company
Vision
Strategic Objectives Leadership Competencies
Guiding Principles
Examples • Quality
• Service
• Excellence
Copyright 2013 Corporate Performance Strategies, Inc. All rights reserved.
Leadership Bench Process
21
Business Buy-in
Competency Requirements
Participant Selection
Assessment and Feedback
Development Planning
Coaching and Assignments
Copyright 2013 Corporate Performance Strategies, Inc. All rights reserved.
Lessons Learned
• Business owns talent management, not HR
• Continually evolves, not a point in time
• Buy-in from executive team essential to success
• Important to pick the right competencies
• Technology enables success
• Development planning and coaching important to drive leadership changes
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Wrap-up
• HR can get their “seat at the table” with a compelling business proposition
• Seek out best practice companies and learn what they are doing
• Start out small with some wins and expand
• Employ technology to enable the talent management process
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1 Copyright 2013 Corporate Performance Strategies, Inc. All rights reserved.
Where to begin……
Future state – What does your business plan require in terms of
numbers of new leaders and types of leaders? What happens in an emergency?
Current state – What do you really have on your bench? How are they getting groomed and prepared to lead? What are your successes and key challenges?
Game plan – What 4-5 specific actions steps, timelines and
accountabilities will protect the assets of your company?
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Application
1. What is the key learning point (or points) for you from this session?
2. What are your initial ideas regarding fit and implementation issues?
3. What are your first thoughts relating to the risk and rewards of this effort?
4. What are the next steps for you to take?
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Contact Us
Please provide feedback, suggestions, and questions.
Dave Brookmire, Ph.D. 404-593-5001
Don Thriffiley, SPHR 229-227-2260
26 Copyright 2013 Corporate Performance Strategies, Inc. All rights reserved.