Talent : Attracting, Growing, and Keeping the Best

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Amberly Higgins
5 years ago
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1 Talent : Attracting, Growing, and Keeping the Best Paul Miller, ex-vp and President, Global Ecommerce, Innovation, and Big Data, W.W. Grainger

2 Agenda Introduction Ecommerce/digital talent gap Organizational framework Skills/competencies Agile teams Key takeaways

3 Culture eats strategy for breakfast

4 A strong digital commerce team member must contribute additional skills for the success of the team

5 More than half of organizations still face a shortage of digital talent and say it affects their competitiveness Source: Capgemini Digital Transformation Institute survey, Digital Talent Gap

6 Soft digital skills Percentage of organizations that acknowledge that demand for soft digital skills is HIGH and percentage of employees who are proficient in that soft digital skill. Source: Capgemini Digital Transformation Institute survey, Digital Talent Gap

7 Hard digital skills

8 Challenges that prevent organizations from bridging the digital talent gap Source: Capgemini Digital Transformation Institute survey, Digital Talent Gap

9 ORGANIZATION Right skills, right people, doing the right things at the right time and working together with shared objectives and accountability under clear leadership

Narrowing the Digital Talent Gap Attracting Digital Talent Align leadership on a talent strategy and the unique needs of digital talent Diversify recruiting approach Developing Digital Talent Create

10 Narrowing the Digital Talent Gap Attracting Digital Talent Align leadership on a talent strategy and the unique needs of digital talent Diversify recruiting approach Developing Digital Talent Create an environment that prioritizes and rewards learning Chart a clear career development path Retaining Digital Talent Give digital talent the power to implement change Provide flexible and collaborative ways of working.

11 Traditional digital commerce teams are falling short Direct-to-Consumer Ecommerce ecommerce Merchandising A Merchandising/ Business Unit ecommerce Marketing Search Marketing Creative/Art Direction Web Design ecommerce Technology Front-end Development ecommerce Operations Fulfillment B Merchandising/ Business Unit /Retention Marketing Graphics Design Back-end Development Customer Service C Merchandising/ Business Unit Affiliate Marketing Photography Site Mgmt / Optimization Mobile Catalog Management Social Media Strategic Partner Testing / QA M-Commerce Content / Asset Management Analytics / Reporting Strategic Partnership Mgmt Tech Project / PMO Mobile Marketing Merchants Marketing IT Operations Corporate Functions (Finance, HR, Legal)

Organizational Performance Framework STRUCTURE SKILLS

have and how are they set up in relation to each other

experiences for high performance do the individuals and

function are needed now and in the future based on

such as processes and workflow that enable successful

skills, right people, doing the right things at the

12 Organizational Performance Framework STRUCTURE SKILLS RESOURCES ENABLEMENT What roles do individuals and teams have and how are they set up in relation to each other as well as to external forces What skills and experiences for high performance do the individuals and teams have to succeed How many of each skill or job function are needed now and in the future based on business objectives Having an aligned support structure such as processes and workflow that enable successful results, and the measurement of that success Right skills, right people, doing the right things at the right time and working together with shared objectives and accountability under clear leadership

Multichannel Digital Commerce Structure and Management Structure: Multichannel oversight, with leadership in key functional areas, providing alignment

13 Multichannel Digital Commerce Structure and Management Structure: Multichannel oversight, with leadership in key functional areas, providing alignment and functional optimization with in each channel. Manage and guide performance with multichannel leadership and multichannel specific performance metrics. 13

14 Skills/Competencies of Digital Teams Leadership & Site Management Executive Leadership / CDO Head of ecommerce Head of Omnichannel Site Management Site Optimization Testing / Site QA Mobile Commerce Business Reporting/Analytics Special Projects/Project Manager Program Management Office (PMO) Creative Creative Director CX/Usability Design Mobile Commerce Design Creative/Web Design Creative Production Photography/Video Digital Asset Management Marketing Head of Digital Marketing Brand Marketing Performance/Search Marketing CRM / Loyalty Marketing Affiliate Marketing Social Media Marketing Mobile Marketing Analytics/Reporting Editorial/Non-Product Content Merchandising Head of Web Merchandising (GMM) Merchant Planning/Buying Assistant Planning/Buying Inventory Management Catalog Management Pricing Optimization Product Content/Copy Product Management Product Management Business Analysis Technology Head of Digital Technology Tech Project Management Business Systems Analyst Front-end Web programming Back-end Web programming Technical Architect Database Administrator Testing / Tech QA Operations Head of Digital Operations Fulfillment Manager/Liaison Customer Service Manager/Liaison

15 Roles are Fluid, Teams are Hybrid FitForCommerce Whitepaper: Setting up your team for digital success January 2017

16 Taking Inspiration from Agile A cross-functional, multidisciplinary, lean team creates cohesion across digital commerce teams while enabling momentum and speed

17 Adoption of Agile Principles and Mindsets FitForCommerce Whitepaper: Setting up your team for digital success January 2017

18 Enablement of an Agile Org Define each areas approach Layout shared success goals Build iron-clad processes Operate in sprints Test, iterate, and execute at a quick pace

Moments of Truth Could each person write out their role and responsibilities and those of their teammates? Is it clear at all times which skills or resources are missing or weak?

19 Moments of Truth Could each person write out their role and responsibilities and those of their teammates? Is it clear at all times which skills or resources are missing or weak? Who has P&L responsibility for ecommerce? Who has P&L responsibility for crosschannel? Are team members incentivized and enabled to help each other succeed within and outside the team? Does everyone have a responsibility that is a piece of cake and one that is a stretch? Is recruiting an ongoing responsibility for every manager? 19

Key Takeaways Right skills, right people, doing the right things at the right time and working together with shared objectives and accountability under clear leadership A defined digital talent

20 Key Takeaways Right skills, right people, doing the right things at the right time and working together with shared objectives and accountability under clear leadership A defined digital talent strategy that meets both business objectives and the needs and preferences of digital talent is critical for a sustainable and successful digital transformation. Embracing a cross-functional, multi-discipline organizational approach is the logical and proven way to create the necessary cohesion across the digital commerce team.

21 Thank you! For any questions, please