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CLC1ABSPK8 Improve Consumability of Talent Management Programs 77
Business-Integrated Talent Management DeliveryLion Nathan LimitedA marketing strategy applied to HR to improve the relevance and consumability of talent management solutions
Source: Lion Nathan Limited; Corporate Leadership Council research.
Lion Nathan Limited
Industry: Beverages
Revenue: AUS2 Billion
Employees: 3,000
Headquarters: Sydney, Australia
Situation Many HR functions do not consider the applicability of HR products and processes to leaders’ work, and therefore leaders fail to consume those processes and products effectively to capture the full value.
ActionLion Nathan’s HR team adapts a marketing framework to increase the consumability and relevance of HR solutions through easy-to-consume formats, coordination with business operations, and using business leaders to promote and deliver talent management solutions.
Key Steps• Step #1: Provide Talent Management Solutions
in Easy-to-Consume Formats.
• Step #2: Coordinate Talent Management Processes with Business Operations.
• Step #3: Leverage Diverse Business Stakeholders to Deliver Talent Management Solutions.
Results• Twenty-one percent improvement on HR
feedback survey
• Seven percent improvement on employee engagement scores in one year
• Ranked ninth on Fortune’s “Top Companies for Leaders in the Asia–Pacifi c Region”
CLC1ABSPK8 Creating Talent Champions (Volume II) 78
Ensuring Customer-Driven HR Solutions
The Three Ps to Increase ConsumabilityLion Nathan adapts components of the Four Ps marketing framework to HR, developing their own Three Ps to ensure HR develops customer-focused talent management solutions. Lion Nathan’s Three Ps of HR include the following:
• Product Design: Provide talent management solutions in easy-to-consume formats.
• Product Placement: Coordinate talent management process with business operations.
• Product Promotion: Leverage diverse business stakeholders to deliver talent management solutions.
CLC1ABSPK8 Improve Consumability of Talent Management Programs 79
Practice in Context
Source: Lion Nathan Limited; Corporate Leadership Council research.
Leaders as Talent Management ConsumersLion Nathan’s HR team adapts a customer-driven framework from Lion Nathan’s
marketing team to increase the consumability and relevance of HR solutions to leaders
Lion Nathan’s Three Ps HR’s Adaptation of The Three Ps
Step #2: Coordinate Talent Management Process with Business
Operations.
JAN. FEB. MAR. APR. MAY JUNE JULY AUG. SEPT. OCT. NOV. DEC.
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Development Reviews (Timing based on function or business)
Remuneration Review
Achievement and Bonus Review
Set Accountabilities and Bonus Objectives
(Timing based on function or business)
Leader one-on-ones with direct reports throughout the year every four to six weeks People and Customer
Engagement Survey
People Pulse
People Pulse
Peak Sales Time
Peak Sales Time
Peak Wine Business Time
Peak Finance Time
Peak Finance Time
(Timing based on function or business)
(Timing based on function or business)
Step #3: Leverage Diverse Business Stakeholders to Deliver Talent
Management Solutions.
Step #1: Provide Talent Management Solutions in
Easy-to-Consume Formats.
Development Review
PeopleDirect team¸Leaders and Team membersWho
BTAV Model Practical DR GuidelinesMy PlanetPeopleDirect WorkshopsCalibration GuidelinesBest Imaginables
Development Review•Gather feedback on 10 Behaviours that add Value for your Teammembers•Complete assessment of your Team members on the BTAV•Hold 1:1 discussion with Team members on BTAV, career andpersonal goals and aspirations •Prepare Development Plan for Team membersBench Review & Planning•Identify and agree on bench talent for leadership positions (withDevelopment Plans as basis for recommendation)•Identify gaps and develop action plans to fill gapsDevelopment Planning•Finalise Development Plans and activities •Coach and follow up with Team members
How
Development PlanBTAVBest Imaginables
•Assessment by individual, leader and others on BTAV •Coaching and feedback on BTAV, career and personal goals andaspirations•Formal Development Plans and activities for team member(s)•Bench talent identified for leadership roles
What
•Via regular 1:1s every 4-6 weeks (informally)•March – June annually, formal Development and Bench Review &Planning process
When
3 Touchpoints
•A key driver of people engagement - “effective commitment topeople’s careers is an effective people investment”•To ensure a strong talent pipeline for leadership roles at all levels
Why
One-on-Ones
•Leaders and Team membersWho
1:1 template on My PlanetLSI10 Behaviours that add Value
•Leader and Team members hold a 1:1 discussion•Discussion notes to be entered into My Planet by Leader and Teammembers
How
Accountabilities (Achievement Goals)10 Behaviours that add Value Development Plan90 Day plan
•Regular, uninterrupted and informal discussion•Focus on results (what) and behaviours (how) against Achievementgoals, Development Goals and Bonus Goals•Opportunity for Leaders and Team Members to understand and agree on monthly key priorities •Opportunity for Leaders and Team member(s) to provide feedback•Regular feedback to assist in Development Review andAchievement Review
What
•Every 4-6 weeksWhen
•To review progress against accountabilities, behaviours, bonusobjectives and development goals •Opportunity to provide regular feedback to your team member(s)•No surprises in Development and Achievement reviews
Why
2
Achievement Goals
PeopleDirectBusiness Partner
• Opportunity for leaders and individuals to understand and agree on what/how outcomes for the year
Who
SMARTAchievement PrinciplesMy Planet10 Behaviors That Add ValueOne-on-Ones
• Using SMART goal setting — clear way to communicate what is expected, by when, and what success will look like (SMART)
• Set up in My Planet
How
• Breaks the business plan down into individual roles to establish smart goals and focus for the year
• Builds in the Behaviors That Add Value (BTAV) andhow they will help individuals to be successful
What
One-on-OnesAnnual Achievement and Bonus Review
• Set at the start of each new financial year based on business plan
• Reviewed throughout the year to check currency and progress
When
Business Plan/StrategyOrganizational Structure
• Establishes purpose — where does an individual’ s role fit and how does it contribute to the business strategy
• Having meaningful goals contributes to an individual’swell being
Whys
s
“Product Placement” Objective—Place
products where propensity to
consume is highest.
“Product Promotion”
Objective—Use trusted sources to communicate
product value.
“Product Design”
Objective—Design products that enable
customers to capture value and repeat purchase.
CLC1ABSPK8 Creating Talent Champions (Volume II) 80
Improve Utilization and Impact of Talent Management Products
Consumable Products Enable Better Talent DecisionsLion Nathan provides tools, such as quick reference cards, that help business leaders make better talent decisions and are designed to be easy to consume. Lion Nathan does this by succinctly communicating the value of the activity to senior leaders and the critical information they need to know to do it: why, when, what, how, and who. By making this information available to business leaders on quick reference cards, Lion Nathan ensures business leaders are able to easily access it when they need it.
Ongoing Customer FeedbackLion Nathan solicits and incorporates feedback from their internal customers—business leaders—about the consumability and impact of their talent management products and processes. The survey ensures that talent programs remain current and relevant to business leaders’ needs. The entire survey is available online at www.clc.executiveboard.com.
One Stop Shop for Talent ResourcesLion Nathan streamlines and standardizes talent management resources for leaders into a one-stop-shop portal to ensure they are easily accessible for leaders’ emerging needs. Lion Nathan spends additional time on the content on this site to ensure it is on target for business leaders’ needs and that it lacks HR jargon.
CLC1ABSPK8 Improve Consumability of Talent Management Programs 81
Solicit and incorporate feedback from leaders to assess for ongoing relevance, effectiveness, and ease of use.
Consumability Feedback Survey
Streamline processes and ensure that information is accessible to leaders in business language and in easy-to-use formats.
Lion Nathan’s Online TalentManagement One-Stop-Shop Portal
Step #1: Provide Talent Management Solutions in Easy-to-Consume Formats
Overcoming Barriers to Consumability
Development Review
PeopleDirect team¸Leaders and Team membersWho
BTAV Model Practical DR GuidelinesMy PlanetPeopleDirect WorkshopsCalibration GuidelinesBest Imaginables
Development Review•Gather feedback on 10 Behaviours that add Value for your Teammembers•Complete assessment of your Team members on the BTAV•Hold 1:1 discussion with Team members on BTAV, career andpersonal goals and aspirations •Prepare Development Plan for Team membersBench Review & Planning•Identify and agree on bench talent for leadership positions (withDevelopment Plans as basis for recommendation)•Identify gaps and develop action plans to fill gapsDevelopment Planning•Finalise Development Plans and activities •Coach and follow up with Team members
How
Development PlanBTAVBest Imaginables
•Assessment by individual, leader and others on BTAV •Coaching and feedback on BTAV, career and personal goals andaspirations•Formal Development Plans and activities for team member(s)•Bench talent identified for leadership roles
What
•Via regular 1:1s every 4-6 weeks (informally)•March – June annually, formal Development and Bench Review &Planning process
When
3 Touchpoints
•A key driver of people engagement - “effective commitment topeople’s careers is an effective people investment”•To ensure a strong talent pipeline for leadership roles at all levels
Why
One-on-Ones
•Leaders and Team membersWho
1:1 template on My PlanetLSI10 Behaviours that add Value
•Leader and Team members hold a 1:1 discussion•Discussion notes to be entered into My Planet by Leader and Teammembers
How
Accountabilities (Achievement Goals)10 Behaviours that add Value Development Plan90 Day plan
•Regular, uninterrupted and informal discussion•Focus on results (what) and behaviours (how) against Achievementgoals, Development Goals and Bonus Goals•Opportunity for Leaders and Team Members to understand and agree on monthly key priorities •Opportunity for Leaders and Team member(s) to provide feedback•Regular feedback to assist in Development Review andAchievement Review
What
•Every 4-6 weeksWhen
•To review progress against accountabilities, behaviours, bonusobjectives and development goals •Opportunity to provide regular feedback to your team member(s)•No surprises in Development and Achievement reviews
Why
2
Achievement Goals
PeopleDirectBusiness Partner
• Opportunity for leaders and individuals to understand and agree on what/how outcomes for the year
Who
SMARTAchievement PrinciplesMy Planet10 Behaviors That Add ValueOne-on-Ones
• Using SMART goal setting — clear way to communicate what is expected, by when, and what success will look like (SMART)
• Set up in My Planet
How
• Breaks the business plan down into individual roles to establish smart goals and focus for the year
• Builds in the Behaviors That Add Value (BTAV) andhow they will help individuals to be successful
What
One-on-OnesAnnual Achievement and Bonus Review
• Set at the start of each new financial year based on business plan
• Reviewed throughout the year to check currency and progress
When
Business Plan/StrategyOrganizational Structure
• Establishes purpose — where does an individual’ s role fit and how does it contribute to the business strategy
• Having meaningful goals contributes to an individual’swell being
Whys
s
Information for Leaders
My Planet
Achievement Plans
• Managing Your Goals for the Year
• Capturing One-on-Ones
Managing Your Learning
Renumeration Planning for Leaders
Getting Around, 360 Review Feedback,
Bonus Goals, Web Surveys, and More!
Introduction to New System
HR Feedback Survey for Leaders
As part of our ongoing commitment to simplify and improve the value and outcomes of our practices, we would appreciate if you would take fi ve minutes to provide some feedback.
1. Our People Process System enabled me to deliver quality Achievement and Bonus review outcomes.
1 2 3 4 5 2. Our People Process System is easy to use.
3. Our Achievement and Bonus Review process encourages me to do my best work.
4. I received regular and clear communication about what was required for Achievement and Bonus Review.
5. Achievement and Bonus Review was simple and effective for me this year.
Lion Nathan provides HR tools and products to leaders that communicate key information in easily digestible formats…
Talent Management Reference Cards
…and incorporates leaders’ feedback to improve utilization and impact
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
2
1
Product Design
Lion Nathan provides guidance and tools for leaders on the key strategic and day-to-day talent management activities to improve the quality of leaders’ talent management decisions.
Source: Lion Nathan Limited; Corporate Leadership Council research.
CLC1ABSPK8 Creating Talent Champions (Volume II) 82
Consider Business Leaders’ Schedules
Product Placement: Talent Programs Available When Customers Can Use Them To improve ease of workfl ow integration, Lion Nathan’s HR team considers business leaders’ peak business times when determining the schedule for talent management activities. In addition, Lion Nathan identifi es existing events on business leaders’ calendars where HR can embed relevant talent management messages and activities. Finally, Lion Nathan distributes talent management calendars widely to ensure that business leaders have advance notice of when talent management activities will occur and plan accordingly.
CLC1ABSPK8 Improve Consumability of Talent Management Programs 83
Step #2: Coordinate Talent Management Processes with Business Operations
Flexible and TimelyLion Nathan aligns the HR calendar with business leaders’ calendars to
ensure fl exible and timely delivery of relevant talent management services
Lion Nathan’s People Process Calendar
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Development Reviews (Timing based on function or business)
Remuneration Review
Achievement and Bonus Review
Set Accountabilities and Bonus Objectives
(Timing based on function or business)
Leader one-on-ones with direct reports throughout the year every four to six weeks People and Customer
Engagement Survey
People Pulse
People Pulse
Peak Sales Time
Peak Sales Time
Peak Wine Business Time
Peak Finance Time
Peak Finance Time
(Timing based on function or business)
(Timing based on function or business)
Building in Flexibility—Lion Nathan ensures that people processes do not confl ict with peak business times by building fl exibility into the timing of people processes based on each business or function.
Embedding in the Business Calendar“You will always get pushback, and there’s never a good time, but we’ve designed the calendar to be sensitive to the times that our internal customers are busiest. We also get
a copy of the business calendar to fi nd already scheduled events in the business where we can integrate our messages and processes.”Tracy KeeversDirector, Leadership Capability TeamLion Nathan Limited
Product Placement
Lion Nathan’s Steps to Embed Talent Management
into Leaders’ Business Processes:
Embed Talent Management into Existing Schedules and Business Events—Obtain a calendar of events for each business and function to identify events where HR can embed key talent management information and activities.
Understand Business Calendar—Meet with business leaders prior to each year to understand key business events.
Avoid Peak Business Periods—Block out peak periods for each business unit and function to ensure talent management processes are not scheduled during busiest times.
Provide Advanced Notice—Distribute a calendar of people processes to all leaders to provide advanced notice of programs and launches.
Source: Lion Nathan Limited; Corporate Leadership Council research.
CLC1ABSPK8 Creating Talent Champions (Volume II) 84
Engage Ambassadors and Resistors
Products Promoted by CustomersLion Nathan has developed a unique approach to product promotion: using both ends of the line client spectrum—supporters and skeptics—when developing and rolling out talent management programs. The supporters—talent management ambassadors—promote talent management activities, which is a much more powerful method than HR pushing talent programs. Lion Nathan also engages talent resistors, those who have expressed dissatisfaction or rejected talent management practices before. Lion Nathan solicits feedback from the resistors frequently and engages them in designing new programs. By engaging their toughest customers, Lion Nathan’s HR team ensures that their product is much better designed and delivered.
CLC1ABSPK8 Improve Consumability of Talent Management Programs 85
Step #3: Leverage Diverse Business Stakeholders to Deliver Talent Management Solutions
Defi ning Value Through Key Customers
Profi le: Senior leaders who have expressed dissatisfaction or rejected talent management practices evidenced through the following: Complaining about talent management processes
to HRBPs
Missing or late on deadlines for talent management activities
Vocal dissenters in talent-focused leader meetings
HR Practices to Combat Resistance• Understand and address points of resistance.
• Obtain frequent feedback on HR processes.
• Involve in HR program design.
Profi le: Infl uential leaders director level and above who demonstrate high talent mind-set through the following:
Deep involvement in key people decisions
Personally driving talent review processes throughout the organization
Holding direct reports accountable for best practice talent management behaviors
Modeling great talent management to instill talent mind-set in others
HR’s Use of Talent Ambassadors• Communicate talent management information
to other leaders.
• Provide feedback to HR programs.
• Participate in campaigns and other promotional activities for talent management.
• Involve in HR program design.
Lion Nathan builds early buy-in for HR programs by engaging resistors to help shape program design.
HR Program Design Session
Talent Management Ambassador
Talent Management
Resistor
Talent Management Ambassador Profi le Talent Management Resistor Profi le
• Participate in campaigns and other promotionalactivities for talent management.
Lion Nathan asks talent management ambassadors to promote key talent management activities to other leaders through media campaigns and training.
Lion Nathan leverages talent ambassadors to promote key talent management activities to other leaders…
…and engages talent resistors in providing feedback on program design to obtain early buy-in
Product Promotion
Source: Lion Nathan Limited; Corporate Leadership Council research.
CLC1ABSPK8 Creating Talent Champions (Volume II) 86
Better Delivery, Better Results
Improved Line SatisfactionAs a result of this practice, Lion Nathan has seen improvements in line satisfaction with the ease and effectiveness of talent management processes and employee engagement scores, which has led to recognition as a top company for leaders in the Asia–Pacifi c region.
CLC1ABSPK8 Improve Consumability of Talent Management Programs 87
Results
Improved Consumability and Impact
…and Lion Nathan has been recognized as one of the top companies for leaders in the Asia–Pacifi c region
Top Leadership Companies in Asia–Pacifi c Region
Fortune Magazine 2007 List, Hewitt Associates and The RBL Group
Source: Hewitt Associates and The RBL Group, “The Top Companies for Leaders 2007,” Fortune Magazine, 1 October 2007; Lion Nathan Limited; Corporate Leadership Council research.
Lion Nathan’s leaders report improvements in talent management delivery…
Rating of Simple and Effective Talent Management Processes
Lion Nathan’s HR Feedback Survey
…which has in turn engaged leaders in improving their talent management effectiveness…
Improvement in Employee Engagement Scores
Lion Nathan’s Employee Engagement Survey
0%
40%
80%
0%
40%
80%
40%
61%
2005 2007 2007200660%
70%
80%
60%
70%
80%
68%
75%
7%21%
2007 Top Companiesfor Leaders in Asia–Pacifi c
9. Lion Nathan Limited
10. DLA Phillips Fox
Lion Nathan is one of two Australian companies on the list of top 10 leadership companies in the Asia–Pacifi c region and ranked number two for leadership in the Australia/New Zealand region.
Percentage of Leaders
Rating Simple and Effective
Percentage of Employees in the Highest Engagement
Zone
CLC1ABSPK8 Creating Talent Champions (Volume II) 88
Source: Lion Nathan Limited; Corporate Leadership Council research.
Practice Q&A with Tracy Keevers, Director, Leadership Capability Team and Bob Barbour, Chief Human Resources Offi cer
Commentary and Implementation Tips from Lion Nathan Limited
1. What is the key to making this a successful practice? “The key is to have the right people on the HR team with the right skills. Over the past four years, we have improved capabilities of our HR team around learning and development, engagement, business acumen, and business partnering, which has enabled us to respond more fl exibly to the needs of our leaders and the business.”
2. If you could only do one thing, what would it be (that is, what’s the most important aspect of this practice)? “The most important part of this practice is understanding the business strategy and operationalizing what that means for leaders on a day-to-day
basis. In effect, HR must translate all of the business and cultural aspirations into day-to-day hands-on tools. We are continually answering the question of ‘how does this help me, my people, and my customers?’”
3. What was hardest about implementing this practice, and how did you deal with that obstacle? “One of the hardest parts about implementing this practice was to engage our own people on the HR team to think differently about our people processes and their relationship to our business engagement and cultural aspirations. Our HR business partners are a critical conduit to senior leaders in the business, and we needed them to be passionate advocates of the usefulness and importance of our processes to our business and our customers.”
CLC1ABSPK8 Improve Consumability of Talent Management Programs 89
Lion Nathan: Implementation Road MapThe Council recommends the following steps to begin implementing Lion Nathan’s practice
First Steps: Business-Integrated Talent Management Delivery
Step #1: Refocus the HR Team on Creating Consumable HR Products—Focus the HR team on developing and delivering HR products that are easy to understand and written in business language and communicate benefi ts through simple, streamlined frameworks.
Step #2: Solicit Feedback on HR Products—Obtain feedback from business leaders on current and redesigned HR products about their ongoing relevance, effectiveness, and ease of use.
Step #3: Align HR Activities with Business Leaders’ Calendars—Identify peak business times and build fl exibility into the timing of people processes for each business or function.
Step #4: Leverage Talent Ambassadors to Promote Talent Activities—Identify infl uential leaders, director level and above, who are committed to people development and will support talent management campaigns and activities.
Step #5: Engage Talent Resistors—Involve business leaders who have previously expressed dissatisfaction or rejected talent management practices in designing HR programs to gain buy-in.
Implementation Support
Source: Lion Nathan Limited; Corporate Leadership Council research.