Jabil Circuit Audrey McGuckin Vice President, Human Development PI in a Global Environment
Predictive Index
Why Predictive Index 2002 Ease of use Global Ability to interpret Isn t loaded with HR language
Our History Founded in 1966 by James Golden and William Morean Established high-profile partnership with General Motors to provide engineering services Invested early in advanced assembly technology and automated manufacturing equipment Provides complete turnkey services - design, manufacturing and repair services
Our Locations Europe: Austria, Belgium, England, France, Germany, Hungary, Italy, Netherlands, Poland, Russia, Scotland, and Ukraine North & South America: Brazil, Mexico and United States Asia: China, India, Japan, Malaysia, Singapore, Taiwan, Turkey, and Vietnam More than 100,00 employees at 55 Sites in 22 Countries *excludes support sites
Our Customer Base Diversified Manufacturing Services Enterprise & Infrastructure High Velocity 6
Call To Arms PURPOSE 1 Billion dollars worth of growth per quarter over next 3 years From a talent perspective we haven t caught up with our growth plans Highly likely we will start getting calls from unhappy customers because of talent issues and ultimately lose business How do we get A players in A positions, develop B players and exit C players, questions like what are you doing to get me the best talent? About to embark on MAJOR change across the enterprise
Request From Business / Challenges Identify critical thinkers deeper into the organization Differentiate performance from potential Cross functional agreement on high potential talent
Our Talent Strategy Talent Strategy BUSINESS LANDSCAPE TALENT IMPLICATIONS GROWTH ENGINE OUTCOMES Strategic Priorities Cultural Priorities Capacity Projections People Trends Vulnerability Filling the pipeline Competency Framework Assessing Readiness = Talent Pipeline = Workforce Performance = Business Impact Financial Priorities Organizational Environment Driving Performance Accelerating Growth
Where we use Predictive Index Employee Value Proposition Talent Pipeline Buy Strategy Resourcing & Selection On Boarding Hiring Talent Talking Talent Data Gathering/HD Tools Development Meetings Developmental Actions Talent Calibration Developing Next Generation Powering Asia Talent Supply Chain Academy Business Development Academy Succession Planning Developing Today s Talent Experiential Development Mentoring/Coaching Formal Learning Results
Predictive Index in Hiring Process VP Logistics Sr. Dir. Logistics TBD Dir. Six Sigma - Lean Manager Project Administration Project Managers Asia Project Managers EMEA Project Managers Americas Manager Finance Position Profile 1. What are the strategic goals of organization / function / level? To redesign and reconstruct Jabil s supply chain and adjacent operations to greatly reduce costs, increase supply chain flexibility and reduce inventory. Key to these results is streamlining the SCM functions across the organization by leveraging activities that can be improved and rationalized through centralization to reduce costs by $25 to $ 30 million, while simultaneously increasing services levels and customer satisfaction. Additionally, we want to ensure that a result of these initiatives establishes a culture of continuous improvement that uses and leverages the 6Sigma/Lean skills that the multiple project teams will use and gain from this initiative. 2. What are the actual deliverables of the job? Decrease SC costs by $25 to $30 million within 12 to 18 months. Increase inventory turns by two turns within 18 to 24 months. 3. What differentiates high performance? Delivering bottom line results at the targeted level by the targeted timeline milestones. Successfully implementing identified solutions on time and ensuring the implemented solutions achieve the targeted objectives. Cultural understanding and the ability to drive change throughout the company by changing cultural behaviors. Rapid implementation and tangible results. Position Related Competencies Decision Quality Time Management Business Acumen Conflict Management Dealing with Ambiguity Drive for Success 4. What are the challenges the new incumbent will face? Learning Jabil s diverse business models and getting their arms around Jabil s large and distant global supply chain nodes. Reluctance and skepticism from sites and functions within the company to accept change. Persuading people with heavy workloads and competing priorities to support the various initiatives. Key to success is quickly establishing credibility and the ability to get buy in from the multiple company constituencies. Pressure to deliver targeted savings. Priority Setting Managing and Measuring Work Organizational Agility Presentation Skills
Predictive Index in Development Process Goals & Objectives Key Skills, Behaviors & Values Final Rating 08-09 09 10 08-09 09 10 08-09 09 10 EMPLOYEE 3.8 3.8 3.8 3.5 3.8 3.6 MANAGER 3.4 3.8 3.5 3.4 3.5 3.6 SEPTEMBER 2009 AUGUST 2011 ENGAGEMENT Emotional Rational Prestige ASPIRATION Advancement Financial Rewards Jackie Darling: August 2011 2.00 2.50 3.00 3.50 4.00 4.50 5.00 OVERALL 360 SCORE Jabil Culture 3.42 3.40 Strategy Results 3.10 3.20 People 3.50 Self 3.90 Work DEVELOPMENT / Life SUMMARY Areas of Leadership Strength Has effectively built relationships; has engaged leaders in the HD process. Is customer focused and encourages team to be the same. Facilitates and communicates well across the organization. Is building a solid team of coaches. Areas of Leadership Development Communication of the HD process, the talent / org review calendars, with deliverables for FY12. Directing others to deliver quality and consistency in the HD process, HD tools, development mtgs, PDP s, etc. Time management of deliverables. Don t over commit and under-deliver. Approach to Problem Solving / Critical Thinking Can identify some patterns and relationships, defines straight forward problems clearly and objectively. Generally applies sound logic and reasoning and draws accurate conclusions from information. Can develop solid arguments for the support of their ideas.
Predictive Index in Succession Planning Audrey McGuckin Jackie Darling Lia Frid Linda Tan Nikki Glasgo Shelly Chang Patti Whitehouse Roland Silverio Summer Rawlins
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